The 360 degree feedback evaluation method is a multidimensional, comprehensive assessment method. Evaluators may hesitate among multiple evaluation values and be simultaneously constrained by the biases and cognitive errors of the evaluators, evaluation results are prone to unfairness and conflicts. To overcome these issues, this paper proposes a consensus-based 360 degree feedback evaluation method with linguistic distribution assessments. Firstly, evaluators provide evaluation information in the form of linguistic distribution. Secondly, utilizing an enhanced ordered weighted averaging (OWA) operator, the model aggregates multi-source evaluation information to handle biased evaluation information effectively. Subsequently, a consensus-reaching process is established to coordinate conflicting viewpoints among the evaluators, and a feedback adjustment mechanism is designed to guide evaluators in refining their evaluation information, facilitating the attainment of a unanimous evaluation outcome. Finally, the improved 360 degree feedback evaluation method was applied to the performance evaluation of the project leaders in company J, thereby validating the effectiveness and rationality of the method.

With the leapfrog development of information and communication technology and the intensification of external competition among enterprises, after-hours work connectivity through communication devices has become a new norm in the workplace. While it offers certain conveniences, the constant connectivity it entails also imposes significant pressure on employees. How to comprehensively understand and rationally treat after-hours work connectivity has become an issue that organizations need to pay great attention to. Based on conservation of resources theory, this study analyzed 407 questionnaires to explore the “double-edged sword” effect of after-hours work connectivity on employee performance and analyzed the moderating effect of the psychological contract. The results indicate the following: (1) Proactive pathway: after-hours work connectivity promotes employees’ job crafting behaviors toward approach-oriented adjustments, thereby enhancing job performance. (2) Passive pathway: after-hours work connectivity encourages employees’ job crafting behaviors toward avoidance-oriented adjustments, leading to decreased job performance. (3) The psychological contract positively moderates the relationship between after-hours work connectivity and approach-oriented job crafting and negatively moderates the relationship between after-hours work connectivity and avoidance-oriented job crafting, regulating both the positive and negative coping pathways. The research findings contribute to assisting organizations in adopting a dialectical perspective towards and effectively utilizing after-hours work connectivity. This aids in achieving a balance between organizational effectiveness and employee well-being, seeking a mutually beneficial work paradigm, and providing managerial recommendations to promote sustainable organizational development.