Employee Performance Appraisal Model for State Civil Apparatus Based on The 360-Degree Feedback Method at The Civil Service Agency and Human Resources Development of Sukabumi City

This study examines the employee performance appraisal system for State Civil Apparatus (ASN) at the Civil Service Agency and Human Resources Development (BKPSDM) of Sukabumi City and proposes an appraisal model based on the 360-degree feedback method. Performance appraisal is essential in public sector human resource management to support productivity, professionalism, and managerial decisions such as promotions, rewards, competency development, and career planning. However, findings show that the existing appraisal mechanism at BKPSDM remains traditional and supervisor-centered, resulting in homogenized outcomes where all employees consistently receive a “good” rating. This indicates weak objectivity, limited participation, minimal feedback, and poor utilization of appraisal results for employee development. Using a qualitative case study approach, data were collected through structured interviews with purposively selected informants and document analysis. Thematic analysis revealed key obstacles including subjectivity from single-source assessment, inconsistent indicators, hierarchical culture limiting honest feedback, and the absence of constructive coaching. To address these issues, the study designs a 360-degree feedback–based appraisal model involving supervisors, peers, subordinates, and self-assessment. Work behavior indicators are aligned with the BerAKHLAK core values, supported by a weighting system of 40% supervisors, 25% peers, 20% subordinates, and 15% self-assessment. The model emphasizes transparent scoring, systematic data validation, meaningful feedback, and follow-up actions such as coaching and training to ensure continuous performance improvement and fairer performance differentiation.