Role of 360-degree feedback from an employee perspective at British Petroleum, Cranford.
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Transcript of Role of 360-degree feedback from an employee perspective at British Petroleum, Cranford.
CHAPTER 3
METHODOLOGY
CHAPTER 2: RESEARCH METHODLOGY
3.0 Chapter overview
This chapter evaluates and considers the researcher methodological choices and
justification. The chapter discusses the overall approach along with the philosophical choices
made during the data collection methods followed by aftermath effects of the outcome based
on the work presented within the type of research chosen. For the purpose of this dissertation
the researcher has chosen to use deductive, positivism quantitative methodology where the
sampling population rests upon convenient sampling technique laid within the structure of
British Petroleum.
3.1 Rationale for the research
Before discussing the actual methodological choices and their suitability it is
important to re-present the works rationale. Feedback is seen as an integral part of growth
within organisations, big, small, large or medium sized enterprises (Griffin and MoorHead,
2011). Feedback is the link that binds leaders and employees and potentially facilitates a
working relationship that should enhance the productivity of an organisation (Undung, De,
2009). Job loss has been attributed to employees underperforming (Keller 2009),
subsequently in order to reinstate and to build confidence within the potential employees’
360-degree feedback as been used widely and in relation to this research used by BP to
negate staff attrition, increase staff motivation and enhance productivity. BP believes that
such measures align staff with corporate values and beliefs and bridges the gap between the
employees experience and expectations (B.P, 2011). With the above in mind this research
seeks to evaluate the effectiveness of the 360 program in relation to its meeting the criteria as
set out by BP and the central proposition that such objectives raise awareness among
employees (Leanne et al., 2007) and stimulating growth (Undung and Guzman, 2009).
3.2 Aim and Objectives
3.2.1 Aim
The Primary aim of this study is to evaluate the effectiveness of 360-degree feedback
from an employee perspective rather than a managerial approach, normally associated with
this field, at British Petroleum, Cranford.
3.2.2 Objectives
1. To analyse the impact of 360 degree on employee performance while exploring those
potential areas that needs considerable attention in terms of development and
implementation within the British Petroleum.
2. Has 360 degree feedback mechanism met the standards set by British Petroleum in
bridging the gap between the employee expectations/performance based on revised
theories proposed by Maslow, Hertzberg and Barnard towards their developmental
activities.
3.3 Research question
1. Do past 360degree feedback affect the employee performance in developing their
professional activities?
2. How far 360-degree feedback be held responsible for producing an attitudinal change
within the employees based on Maslow, Hertzberg and Barnard theories in meeting
British Petroleum’s goals and objectives developing their professional activities.
3.4 0 Overall approach
3.4.1 Inductive
Unlike deductive approach inductive is based on collecting empirical data within a
given context and then making generalised statement to cover all situations (McMurray,
2004). Inductive method is normally used in qualitative method and takes a naturalistic
approach within a given context where people are put to test noting their behavioural changes
generally termed under ethnography (Paul G Nester 2011). Here observations are taken into
consideration as a manner of arguments carried out in an informal manner (Ben Beiske,
2003). The greatest advantage of having an inductive method is its open ended, process
oriented, does provide constant comparison and narrative description however on the down
side it can be highly subjective as it does not consider general masses and theories during its
research process.
3.4.2 Deductive
For the purpose of this study it is important to have the right approach in order to
ensure that the data collected be interpreted within the given context. The former deals with
more systematic logical approach based on calculations where a theory is built on accepted
truths (Jon Curwin, 2008). Deductive unlike inductive begins with general and moves to
more specifics where conclusion follows logically after premises. Here arguments are based
on laws, regulations generally accepted and used in a more formal setting. The advantage of
the deductive methods is that it is objective, questions are pre-qualified, outcome oriented
and analysis is based on numerical or statistical inference (Aqil, 2008). Disadvantage is that it
moves from too general as this does not represent the entire population at hand and may not
represent the views of the entire community under research.
3.4.3. Justifiable reasons for choosing Deductive Method
Quite often it is hard for the researcher to choose between qualitative and quantitative
research designs which might swing from one thing to another depending upon the nature of
the research. However for the following research which rests on how the feedback has been
perceived from an employee perspective based on quantitative method, deductive and
positivism methodology. The reasons for choosing deductive in this case: follows a more
general concept like 360-degree, tool that has been extensively used by various fortune
companies in the world and implemented within their given context. Here it is BP which is a
large corporation in itself using this technique to meet it desired end in terms of performance,
to seek comments or advice for business expansion, to improve professional efficiency and to
clarify its own aims and objectives aligning them with its roots. Secondly for BP is to
enhance the professional development of the employees and supporting cultural ethos while
building lasting relationships as perceived by the Managers including employee growth (BP,
2011).
3.5 Philosophical approach
3.5.1 Interpretivism
Unlike positivism in this process the researcher is passionately involved and might be
influence the given situation and context using qualitative analysis. Here the research is being
facilitated by an understanding of how things work however the down side is that due to
passionate attachment of the researcher the data collection will take a longer time,
uncertainties during the research process and finally seen as less credible (Robert, Kaplan,
David Norton, 2007)
3.5.2 Positivism
Within this research positivism plays a vital role in recognizing and understanding the
way relationships are interconnected while analysing the 360-degree feedback in a more
scientific way. Unlike interpretivism focuses upon the human perceptions which could be
subjective (Creswell, 2009, 35). In doing so the researchers’ views and opinions are not
coloured by opinions based on data collected. In order to get as much closer analysis of data
the researcher has used Maslow, Hertzberg and Barnard’s theories that confine to the desired
results hence quantitative data is being used here. Thus it becomes easy for the researcher to
collect, analyse and use the data as one is dispassionately separated during the analysis
process. However the downside it is inflexible and hard to change.
3.5.3 Justification in choosing Positivism
Positivism is the key in determining the objective interpretation of the raw data
collected in reality from questionnaires examining them in the light of phenomenology (Veal,
2006). Though it is clear that phenomenology is associated with induction and qualitative
methods. However for the purpose of this research conducted within sociological
environment based on human relationships gives more control and opportunity for the
researcher to work around the research process. It also gives clarity for the researcher in
analysing the data collected or makes the process of data collection faster and economical. If
any possible data available based on the previous research will help in testing the hypothesis
in this research and keeps the researcher distanced from the research (Saunders et al., 2007).
3.6 Data collection
As mentioned earlier that for the purpose of this research the data rests upon both
primary and secondary data. Secondary data rests upon journals, articles, books, internet
sources while primary data comprises of questionnaire survey within the British Petroleum.
During the data process all the confidentiality of the data is maintained at all times and one is
free to withdraw at any time of the research process. No deception of any kind or misleading
of information has been done.
3.6.1 Qualitative
As mentioned earlier that there exists a close proximity between phenomenology and
inductive methods commonly used in a qualitative research (Saunders et al., 2007).
Qualitative research focuses upon the context in which behaviours are analysed and studied
based on experiences and emotions while probing into the nature (Levent Altinary, 2008).
Qualitative analysis gives an in-depth understating of the situation under study making
adjustments for new concepts and theories developing along the way in a more natural way
rather than artificial. It gives freedom to the researcher to develop as the research progresses
in gathering the necessary information and is not restricted by pre determined values. On the
down side the process is long, tedious and time consuming. It is hard to analyse the data and
difficult to control the data process as it either progresses in multi directional manner and due
to emerging of new concepts it is hard to determine its reliability.
3.6.2 Quantitative method Used
Quantitative method has its philosophical roots in naturalistic and positivistic
approaches: the former deals with individual aspects in understanding the given problem
while the latter focuses upon the common phenomenon upon which people agree based on
values, behaviours within a given context (Family Health International, 2011). With the
quantitative methods within this research the researcher uses questionnaires; followed by
structures observation which are close ended. The data format for quantitative approach rests
on numerical data. Unlike any other methods flexibility existing within this model which
allows the researcher to do a meaningful and comprehensive report based on the responses
generated within the given context in particularly relating to British Petroleum. One can cite
various advantages in following a philosophical approach that clarifies, refines guides the
researcher to include the type of evidence needed and its interpretation based on the research
questions. It also helps in identifying and utilizing appropriate methodologies knowing its
limitations at an early stage. Finally it assists the researcher to go beyond the methods to
explore one’s creativity and innovativeness thinking beyond experience (Smith et al 2007).
3.6. 2 Reasons for Chosen Quantitative Approach
This dissertation is based on questionnaire survey chosen from a general population
moving towards specific mainly produces results expressed through numbers and answers
questions on a five scale has strong holdings upon the small business enterprises. The data
collected are statistically reliable and the results are easily projectable to the given context
utilizing 360-degree feedback.
3.7 Research design
3.7.1 Sampling Process
This paper takes into consideration based on the framework given by Bryman and
Bell (2003) on theoretical sampling in conjunction with literature review and analysis in
choosing participants based on convenient sampling method. The primary purpose is to get a
detailed analysis and answers based on quantitative analysis on the data collected through the
research process.
The questionnaire outlining the employees of the British Petroleum involving the
following segments: Achievement focus, planning and decision making, creativity and skills,
resource management, performance management and improvement, Relationships and
Change management in order to get a feedback of the employees based on professional
developmental activities. Initial contact was done over the phone contacting the HRM of the
BP and expressing the wish to conduct a research in response to which the letter was sent to
me highlighting the purpose, procedures, expectations and the detailed outline expected in
line with the ethics set by UWIC. There HRM took the responsibility to distribute the
questionnaire to nearly 80 employees chosen on a convenient sampling method. Out of which
50 of them responded to participate within the research process. Then the questionnaires were
sent for scrutiny to the HRM for approval once approved was distributed to the employees
based on the segments mentioned above. The questionnaires were based on the those areas
that requires considerable attention in terms of development within the BP secondly to bridge
the gap existing between the employee expectations/performance based on revised theories
proposed by Maslow, Hertzberg and Barnard towards their developmental activities.
3.7.2 Participant respondent
The response rate depends upon the participants however for the time being 80
employees were being contacted and one 50 confirmed their interest in participating within
the British Petroleum, Cranford branch .The population forms 80% of the total employee
strength of the organization consisting of 40 sales assistants, 2 deputy managers, 3 duty
managers and 1 store manager. These employees are segmented based on their age, gender,
employment and relationships.
3.8 Actual data collection method
The primary objective of this questionnaire is to elicit the primary data of the
participants views based on their professional development activities covering various areas
as the topic relates to 360-degree overall enhancement of the employees within BP.
Questionnaire is organized in a more sequential form starting from Age, Gender,
Qualifications, Achievement focus, planning and decision making, creativity and skills,
resource management, performance management and improvement, Relationships and
Change management. The very purpose of the questionnaire is to check each of the areas
mentioned above that enhances the overall 360-degree employee performance development
from the perspective of the employees and secondly to illicit an attitudinal change within the
employees while answering questions relating to Maslow, Hertzberg and Barnard theories in
meeting British Petroleum’s goals and objectives developing their professional activities.
Once the questionnaires are received and placed within the categories mentioned
above are then represented with the aid of graphical chats using excel coding.
3.9 Data analysis
The methodology employed here reflects the excel data matrix and coded and
recorded using numerical codes which makes data entry substantially easy and reduces errors.
Once the data has been collected
3.10 Reliability
Reliability is associated with the quality of measurement instrument used in validating
the data (Danie Mullis, 2004). In our context it is the measurement of scores at the end of the
questionnaire measured within the given context at that particular time of testing and does not
reflect the entire population. However in order to make reliability more concrete the
correlation analysis is being used making the data analysis more reliability coefficient
ranging from 0 to 1 for zero represents 0% and one represents 100% reliability which is in
close proximity might be hard to achieve. Hence anything beyond or close to 0.9% is quite
acceptable and reliable. In order to calculate the reliability of the data collected SPSS
(Statistical packages of Social Sciences) has been used while the standard five scales
measurement has been taking into consideration here.
3.11 Validity
Validity refers to the accuracy of the data collected and interpreted on the basis of
qualitative analysis (David Clark, 2010) based on the questionnaire conducted within the BP
and the data observed. Reliability and validity go hand in hand for reliability rests upon
validity for confirmation (Levent Altinary, 2008). In our context the validity rests upon the
self-report data completed by the participant themselves and the process of the data collected
and the variables used based on performance mentioned in 3.8 data collection method above
utilizing Likert-scale and Taxonomy method that measures the variables in the form of
Strongly agree, Agree, Neutral, Disagree, Strongly disagree. For the purpose of validity
nearly 80 employees were approached out of which 50 responded using convenient random
method where the analysis is based on 24 questions segmented under the following areas:
Achievement focus, planning and decision making, creativity and skills, resource
management, performance management and improvement, Relationships and Change
management.
3.12 Ethics
This study involves human considerations in terms of experimental procedures and it
is important to ensure that no statutory rights of human beings be harmed in anyways
either psychologically or physically. Following the guidelines provided by UWIC that the
participant is free and willingly supports ones participation voluntarily without any
external pressure as the content relates to motivational and employee performance
developmental activities within the British Petroleum. No participant has been coerced
and the questionnaire does not delve into personal and controversial topics that may
offend the participant and is free to withdraw at any given stage of the research. A
consent form has been signed by all participants to ensure that they have the ability to
make informed decision and has been notified of any potential risks involved outlining
the purpose and the objectives of the survey, identification of the researcher and an option
to provide a copy of the research if applicable assuring that all data is treated with strict
confidentiality and ensuring that the researcher has fulfilled all the ethical obligations as
to how the data be collected, used and processed. However the study has been overseen
by an external invigilator to ensure that confidentiality and the sensitive nature of the data
is protected at all times under ethical considerations. All the participants are more than 18
years old and have voluntarily offered to be a part of this research process.
3.13 Limitation
Just like any other research methodological analysis even this dissertation is not devoid
of limitation(s). Nevertheless the participation of the employees has been moderate and been
carefully invited to take part within the research process on a volunteer basis. The sample
population chosen is small and represents only a minute population and does not represent the
views of the entire British Petroleum. As this research is based on inductive method and there
is no comparison being made in terms of deductive method.
There were other limitation encountered with regards to time and resources as a single
researcher it is hard to conduct interviews and surveys and engaging in complex techniques
of sampling within the work frame work along with financial difficulties in getting the
photocopies of the articles, books and printing.
3.8 Chapter Summary
This chapter focused upon the type of research methods to be used in collecting the
data in reaching the desired end of answering the research questions in line with aims and
objectives. The methodology is a quantitative data are selected due to its flexibility based on
human interactions. The next chapter focuses upon the results generated through research
methods in line with aims and objectives of this dissertation in noting how far 360-degree has
been beneficial or not to British Petroleum in comparison with the data generated with that of
BP followed by discussions and interpretation of the data.
CHAPTER 4
DISCUSSION AND FINDINGS
CHAPTER 4: DISCUSSION AND FINDINGS
4.0 Chapter Overview
This chapter focuses upon the findings based on the survey questionnaire utilizing the
transcripts found within the appendices. These findings reflect the concepts illustrated and
discussed within the literature review chapter 2 of the dissertation followed by a sequential
methodology based in chapter 3 using inductive interpretative where findings can be
analysed. Since this dissertation is based on British Petroleum involving only employees and
does not require any labelling except following a series of questions categorized under
different segments: Achievement focus, planning and decision making, creativity and skills,
resource management, performance management and improvement, Relationships and
Change management.
This questionnaire allows two types of feedback: Numerical indicating the extent in
which the questions are agree, disagree, strongly agree, strongly disagree and Neutral by
indicating the choice of responses either by ticking the relevant box secondly at the end of
each section a small space is provided for any additional unstructured comments which might
help the respondent to get as objective feedback as possible.
4.1 Importance of feedback analysis for British Petroleum
Within the British Petroleum has been following annual appraisal process followed by
four quarterly feedback given during supervisions is seen as a process of growth and
development. In the process of implementing and following 360-degree appraisal a growth in
professional developmental activities are being emphasised. The primary objective of the
appraisal management is to highlight the key performance indicators and award the
employees for their outstanding performance while minimizing the risks of failure as much as
possible. The researcher hopes that this analysis followed by a series of discussion will
enable the British Petroleum looking at areas that needs considerable attention. For this
purpose nearly 40 employees have been taken randomly using simple random method.
Analysis is based on 24 questions segmented under the following areas: Achievement focus,
planning and decision making, creativity and skills, resource management, performance
management and improvement, Relationships and Change management. Before we venture
further let’s look at three other factors that might be helpful: Age, gender, educational
qualifications and years at British Petroleum.
4.2 Age Respondents
Fig. 1.1
There were 6% respondents who belonged to the age group below 30 and there were
2% who belonged to the age group 30 to 41. There were 1% respondents who belonged to the
age group of 42 to 53, and there were 1% who belonged to the age group of 54-65 and none
at or over 65. The percentages in Fig 1.1 depict that the average age group in the organization
belongs to 25 and above. However Fig. 1.2 indicates that the questionnaire was filled equally
by males and females.
4.3 Gender Respondents
Fig 1.2
Educational Qualification
Fig. 1.3 indicates that there were 17% GCSE, 25% respondents bachelor degree
holders and there were 58% of the respondents who have master degree holders. Percentages
depict that majority of the respondents in the organization is master degree holders. There
seems to be a fair representation of the academic levels at British Petroleum.
Years at British Petroleum
Fig 1.4 depicts there were 6% respondents have recently joined the batch being more
than a year and 3% have been less than 5 years and 1% have been within the category of 5 to
10years while 1% more or less than 20 years. Fig 1.4 also indicates that they have new
recruits every year is a sign of growth looking for fresh and new ideas.
Achievement focus
a) Does 360 Degree feedback helps in generating high level of motivation in achieving
goals?
Fig 1.5 affirms that nearly 84% of the respondents strongly agree that 360 degree does
generate high levels of motivation as opposed to 2% who disagree, 3% were neutral,
1% strongly disagree irrespective of their personal level of motivation. However the
general understanding of percentages indicate that nearly 80%+ agree that 360 degree
has been highly beneficial in retaining their levels of motivation and achieving their
best performance.
b) Does feedback help you to make better and tough decisions and sound judgment?
Fig 1.6 clearly affirms that nearly 64% of the respondents felt that 360 degree does
not help them in making sound decisions among the employees as it relates largely to
managers and management. However there was a certain level of mixed feelings as to
the agreement and disagreements 44% strongly agreed that it does help them, 40%
agreed and 4% were neutral and 60% disagreed.
c) Feedback helps in confronting problems and solving them promptly?
Fig 1.7 confirms that 360-degree has been highly beneficial in confronting problems
and solving them by knowing their own strengths and weaknesses. There seems to be
an anonymous agreement among the employees that 360% has been beneficial
amounting towards 86% and 4% were neutral and again anonymous disagreement of
10% that it does not help in resolving problems.
d) Do you get a new perspective of analysing a demanding and unforeseen situations and
adapting newer approaches?
Fig 1.8 shows that majority of the employees 64% strongly agree that 360-degree
does provide them with newer approaches, perspectives in achieving their end and
nearly 20% disagree while 54% strongly agree that it does help them looking at a
situation from a different perspective while only a small percentage less that 10%
strongly disagree that it does not help and 2% were neutral.
Planning and decision making
a) Does it help in monitoring one’s own performance and meeting the targets
Fig 1.9 Witnesses to the fact that 360-degree feedback does help one to monitor
performance and meeting their targets set by the British Petroleum nearly 84%
strongly agreed and 64% agreed while 2% stayed neutral and 2% disagreed and 1%
strongly disagreed.
b) Looking back with your experience working with Cranford has your levels of
expertise grown?
Fig 1.10 assures that there seems to be an enormous growth within the level of
expertise based on experience nearly 94% of the respondents does agree that they
have acquired various levels of skills working within the BP, 90% agree, 1%
remained neutral, 10% disagree and 5% strongly disagreed.
c) Does company recognize and provide constant trainings and skill developmental
activities to grow in career prospects?
Fig 1.11 shows that nearly all of the employees do agree and strongly agree that BP
does recognize its employee’s hard work, determination and provides them with
constant trainings and skills needed to achieve their career prospects of which 86%
strongly agreed, 84% agreed, 1% was neutral, 3% disagreed and 3% strongly
disagreed.
d) Has feedback helped one in effectively use of Time and prioritize
assignments/projects?
Fig 1.12 There seems to be a mixed feeling as to the time management and
prioritizing the assignments as most employees nearly 80% strongly agree that they
had their tasks completed and 30% disagreed that they were able to manage time but
could not finish their tasks, 78% agreed that they were able to manage time and 10%
strongly disagreed to stick to their tasks.
e) Do you require constant supervision and a serious of follow ups in order to meet the
targets?
Fig 1.13 Majority of the employees 98% did agree and strongly agree that they
needed constant supervision and serious follow ups in order to meet the targets and to
motivate them to keep them growing of which 4% were neutral, 5% disagreed and 1%
strongly disagreed.
Creativity and skills
a) Does management assists in handling personal and professional issues affecting productivity?
Fig. 1.14 Key interest of the management in solving their personal problems has
indeed increased their levels of productivity enhancing their skills. Nearly 90% of the
respondents did agree that solving personal problems free them from taking up major
responsibility of the family commitments and focus upon the work ahead of them
b) Over all needs are meet such as financial, careers, employment, emotionally and
psychologically.
Fig 1.15 indicates that BP does takes into account financial, careers, employment,
emotional and psychological needs of its employees. Nearly 90% agree and strongly
agreed that BP has been outstanding in its care for its employees however only 30%
disagree and 5% strongly disagree that BP does not help them in their levels of needs
either financially or psychologically.
Resource management
a) Does management got ability to manage its resources efficiently?
Fig 1.16 All of the employees does agree that Management manages its resources
quite efficiently.
b) Does BP manages and redeploys resources in meeting the changing demands and
challenges by setting its priorities in today’s context?
Fig 1.17 Nearly 80% of them agree that BP does redeploys its resources and as
indicated in Fig 1.2 that it has got more vibrant dynamic talents within the age group
and are competent in meeting its changing demands and challenges in today’s context
of which 4% disagree and 3% strongly disagree.
c) Does the management see wider spectrum of the umbrella before making any
decisions and its impact upon the employee performance?
Fig 1.18 the figures are quite clear to affirm that 360-degree does help in looking at a wider
spectrum of the management before making any major decisions and does consult the
employee’s growth and concerns of which 84% strongly agree, 82% agree and 6% disagree
and strongly disagree while 1% remains neutral.
Performance management and improvement
a) Does BP has clear focus upon its aims and objectives and ensures that all its needs are
met responding to its feedback promptly?
Fig 1.19 nearly 98% agree that BP does have a clear cut idea of its aims and
objectives and 82% agree that they respond very quickly however 2% do disagrees
and less that 1 % strongly disagree.
b) Ensures quality assurance in place so that each employee is of productive nature?
Fig 1.20 indicates that they have a very high standard of quality assurance in order to
maintain high level of productivity reaching 80% of them strongly agreed that BP
does maintain high level of quality.
c) Effectively monitors performance and uses it for an ongoing developmental change?
Fig 1.21 98% agree that BP does monitor its performance on a regular basis and 35%
disagree that at times it lack the tenacity to move forward largely depends upon the
management and very small percentage disagrees strongly.
Relationships
a) Does 360-feedback help you in making valuable contributions to the tasks involved
and build great team relationships?
Fig 1.22 the graphs itself testifies that 360-degee does help one in building greater
relationships and working within the team making valuable contributions. Nearly 90%
strongly agree that it does help, 92% agree, 5% were neutral, 10% disagreed and 12%
strongly disagreed.
b) As a team were you able to contribute and provide candid feedback without offending/patronizing?
Fig 1.23 indicated that nearly 90% strongly agreed and 92% agreed that feedbacks
have been without bias and authentic helps in growth while 5% remained neutral,
10% disagreed and 12% strongly disagreed.
c) Does 360-degree feedback help one to address conflicting relationships without personality clashes?
Fig 1.24 depicted that nearly 90% agreed that 360 degree does address conflicting
issues in a more professional manner backed up with 80% who agreed to it. There
seems to be mixed feelings shown in terms of agreement and disagreement nearly
30% disagree and 23% strongly disagree while 4% remained neutral.
Change Management
a) Do employees accept feedback as a constructive criticism and learn from it and grow further?
Fig 1.25 indicates that majority of them welcome feedbacks however it is not easy
to accept feedback from a subordinate who has just joined the job or has been
promoted recently to a higher position.
b) Does feedback addresses other employees feelings and respects their needs and wishes
Fig 1.26 confirms that management/employees deal with sensitive issues and
respects others needs and wishes.
Summary of the Correlation results between variables analysed within the questionnaire. Fig 1.28
360 feedback
Growth/Achievement
Planning and Decision Making
Creativity and skills
Resource Management
Performance Management
Relationships
Change Management
360 feedback 1
Growth/Achievement
0.755636268 1
Planning and Decision Making
0.8970772
0.891947833 1
Creativity and skills
0.921732471
0.963491217
0.634644183 1
Resource Management
0.723908378
0.991305801
0.795970069
0.929406889 1
Performance Management
0.894567378
0.932341987
0.789873109
0.982734727
0.943625678
1
Relationships
0.8970772
0.891947833
0.932341987
0.789873109
0.795970069
0.982734727
1
Change Management
0.755636268
0.8970772
0.723908378
0.8970772
0.8970772
0.789873109
0.8970772
1
4.4 Looking at the Research Questions: Analysis
1) Does past 360degree feedback affect the employee performance in developing their
professional activities?
2) How far 360-degree feedback be held responsible for producing an attitudinal change
within the employees based on Maslow, Hertzberg and Barnard theories in meeting British
Petroleum’s goals and objectives developing their professional activities.
In order to address the effectiveness of employee performance in developing their
developmental activities has been set up within the frame work of three major theories:
A) Maslow’s revised need hierarchy theory: has been used to measure the Growth or
achievement, planning and decision making and the element of measuring creativity
and skills as explained in 4.4.1.
B) Utilizing Herzberg’s and revised motivation – hygiene theory – has been utilized in
noting the impact it has upon the Performance Management, Change management
within the British Petroleum as elaborated in 4.4.2.
C) Having Barnard’s cooperative system enables the employees and management in
accomplishing the goals and objectives contributing towards the overall enhancement
of the BP and its effective way of managing resources based on relationships noted in
4.4.3.
4.4.1 Maslow’s and Revised need Hierarchy Theory
Fig 1.1 till fig 1.15 indicates a series of growth being made within the employees at
BP in meeting their needs physical, psychological and emotional needs that enables one to
focus upon the productivity of the company.
4.4.2 Herzberg’s and revised motivation – hygiene theory
Fig 1.19-1.21 and 1.25 and 1.26 highlights the need for change within the BP has
been constantly contributing towards the needs of its employees increasing the levels of skills
and motivation.
4.4.3 Barnard’s cooperative system
Fig 1.22 – 1.24 relationships are the key towards achieving the goals and objectives set by BP
which is vital to its success.
4.5 Discussion
The summary presented in Fig 1.27 testifies to the fact that 360-degree feedback is
indeed one of the most common Performance appraisal used in evaluating the assessment of
employee performance in light of predetermined standards. A common human resource
management tool, performance appraisal is used in British Petroleum for various
administrative purposes including making personnel decisions, such as those regarding
promotion, tenure, termination, and salary determination. Additional uses of performance
appraisal include organizational planning, employee development and employee feedback.
As such, performance appraisal is a common practice in most organizations. Job satisfaction
is about people and their jobs, and when organization promotes job satisfaction, it will gain
the benefits of increased employee commitment, performance, and retention as well as
reduced absenteeism and attrition. Job satisfaction, commitment, and organizational
performance are critically important in the organization, and the organizational outcomes had
a significant relationship with leadership style especially transformational leadership.
According to the managers of this organization, list of factors in which employees might
satisfy with their job are: managerial competence, technical competence, autonomy, job
security, innovation and creativity, challenging tasks, sense of dedicated service, and
lifestyle. Experts of the organization disagree to some extent, and satisfaction varies among
different groups of employees. Defining job satisfaction from a career enhancement
perspective, when the employees are satisfied, they would not seek alternative employment
opportunities. Job satisfaction is simply considering motivation factors with regard to the job.
Employee satisfaction and happiness in organizations would lead to increased
organizational performance. An employee would perform up to potential, produce
outstanding results, and give his or her services to the organization wholeheartedly when he
or she feels satisfied and positive toward leaders, managers and fellow workers.
The responses from the managers, customers, and employees of British Petroleum
have provided the result that 360-degree feedback system must be used by the company for
increasing the professional development of the employees as well as performance of the
employees. This is possible only by employing the accurate PMS system in the organization
by assessing the accurate performance of the employees the company provides the best
solution to that. Those solutions help the employees in transmuting their weaknesses into
strengths and this not only improves the employees’ performances but also the overall
performance of the organization. The customers get the satisfactory services from the
company and this leads to organizational growth and prosperity. The responses depict that
feedback performance management system not only improves the organizational performance
but also it helps in improving the employees’ performances.
360-degree feedback implementation not only improves the organizational growth but
also the productivity of the BP. Job satisfaction is a subjective belief that an employee has
regarding the employment conditions with regard to the relationship between the employee
and the employer. It is difficult to measure the overall degree of satisfaction that employees
feel about their jobs.
4.6 Summary of the Chapter
Data findings have been discussed with respect to the research questions taking into
account the three major theories: Maslow’s revised need hierarchy theory, Herzberg’s revised
Motivation hygiene theory and Barnard’s revised cooperative system and how it has been
beneficial to British Petroleum.
The next chapter will determine and confirm the whether the aims and objectives of
this dissertation has been met in the light of the findings and highlights any new insights
derived or issues that needs further attentions without forgoing the limitations existing within
the dissertation itself.