The Use of 360-Degree Feedback in Nissan
- Category: Business, Corporation, Human resource management, Workforce,
- Pages: 2
- Words: 504
- Published: 09 May 2021
- Copied: 123
The purpose of Nissan is to used the process of 360 feedback for development purpose for brand expansion. The outcome is to allow Nissan to make better decision regarding its employees and organization in the present and in the future, along helping identify its strength and weaknesses in order to position the manager for development planning. Especially, participants, managers, and other raters are expected to understand the purpose and what the process is all about exactly. The process are done on an annual basis. The process are integrated with the human resource system and consistent with it culture to ensure readiness. Correspondingly, the key stakeholders are involve in the design and implementation, vital for them to be aware of important decisions and the rationale behind. Indeed, it is the stakeholders who provides the input to such decisions and assist with the implementation. Also all parties are inform about the strategic competencies to be measured, the methods for gathering the feedback, and how the feedback will be integrated with existing development or evaluation systems.Comparatively the purpose are then communicated by Nissan to avoid misunderstanding or feelings of betrayal. That involvement is critical to ensure people’s support and commitment to constructive feedback process.The objective of Nissan is to create a productive relationships between managers and employees. Additionally, Nissan uses the process to have a clear and well-defined understanding or contact with its employees and in so doing avoid significant conflict in the organization. At the same time it can be a useful development tool for people who are not in a management role and it has to be done and designed for a specific purpose, an example is for succession planning designed to address specific business or strategic needs. In addition Nissan has to ensure it emblemed a culture of trust, openness and sharing as feedback is much more meaningful and beneficial when both are aligned and in agreement with the process (Ghorpade, 2000).
Nissan focus on the actual behavior of its employees rather than their general traits. An existing competency model are involve in the implementation. The competency model provide accurate judgement of behaviors and the avoidance of bias factor or gaming the system.The competency model provides detail of behaviors that an employee must have on the job in order to be successful. This allow to have a concrete understanding of all employee abilities and skills and communicate the job behaviors that are important for accomplishing the organization's developmental strategy.
Questionnaire on floppy disc are used as a mean to collect and filled out data by various raters. Questionnaires filled provide feedback to supervisors and which then evaluate their attitudes toward performance. By designing a questionnaire which are open-ended response or selecting one from an external source, certain qualities are desirable. In spite the questionnaire content need to be appropriate and relevant and align with the unique or specific organizational values and competencies of Nissan. Thus, properly design performance ratings help differentiate high performance from low performance,and identify areas for improvement by offering transparency in decision making.The most important concepts to understand when creating an employee performance rating scale are spread and validity.
The behaviors of employees rated are drawn from Nissan values and vision. Nissan base the ratings in a culture where employees are selected based on closeness to each other.