Mediating effects in the relationship between 360-degree feedback and employee performance

Abstract

360-degree feedback has been linked to several positive outcomes like improved performance, better interpersonal communication, smoother work relationships, etc. The paper empirically examines the mediating effects in the relationship between 360-degree feedback and employee performance with a sample of executives (N=198) working in four organisations in Western India. The results show that interpersonal communication and quality of working life have a complete mediating effect. Leader member exchange quality and perceived organisational support were found to have a partial but significant mediating effect. An elementary form of an integrated model, which includes all the four mediating variables and their inter-relationships, has been developed conceptually. This model is examined and built up empirically using structural equation modelling.