Original Research

The influence of a 360-degree performance appraisal on labour productivity in an automotive manufacturing organisation

Robert W.D. Zondo
South African Journal of Economic and Management Sciences | Vol 21, No 1 | a2046 | DOI: https://doi.org/10.4102/sajems.v21i1.2046 | © 2018 Robert W.D. Zondo | This work is licensed under CC Attribution 4.0
Submitted: 08 August 2017 | Published: 30 July 2018

About the author(s)

Robert W.D. Zondo, Department of Entrepreneurial Studies and Management, Faculty of Management Sciences, Durban University of Technology, South Africa


Background: South Africa’s (SAs) decline in labour productivity in the manufacturing sector is a cause for concern. The sector turns to employees for innovative productivity improvement initiatives. Employees need to know what activities they are currently performing that need to improve. This is where a 360-degree performance appraisal system plays a growing role. The 360-degree performance appraisal is a valuable tool that provides an opportunity for employees to work together to identify strengths and areas that need improvement.


Aim: This study investigates the influence of a 360-degree performance appraisal system for the improvement of labour productivity in the automotive parts manufacturing sector in SA.


Settings: The study investigated the production and related experiences of an automotive parts manufacturing company that has adopted a 360-degree strategy. The company operates in the eThekwini district Municipality in KwaZulu-Natal. It assessed if 360-degree performance appraisal is responsible for the company’s labour productivity improvements.


Methods: The investigation was achieved by collecting pre- and post-360-degree quarterly data for spoilage, absenteeism, capital investment and labour productivity.


Results: The 360-degree performance appraisal has no influence on labour productivity improvement. However, past capital investment plays a significant role in labour productivity increase. Results also showed a relationship between spoilage rate and labour productivity improvement.


Conclusion: In order to maximise performance, a comprehensive performance policy must be developed, which aligns employee appraisal to performance. The study uncovered the strengths and weaknesses of a 360-degree performance appraisal system for labour productivity improvement in SA.


absenteeism; automotive parts manufacturing; capital investment; 360-Degree performance appraisal system; labour productivity; number of employees involved in production; spoilage


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