This study evaluates policy plans to implement a 360-degree appraisal that is based on positively analyzed reactions of local civil servant in the system, which has been applied or recently applied as Pan-government. The study results can be arranged as follow; First, most local civil servants have high levels of dissatisfaction towards the present civil servant work evaluation system that centers on their superior officer. They have high expectation on fairness and credibility of the 360-degree appraisal. More than half of the local civil servants recognize the necessity of importing the 360-degree appraisal, but prefer to gradually introduce the system or support the existing evaluation system. Also, they prefer limited recruitment of available job openings such as to the person or to the human resource department rather than complete open recruitment. Second, there is a high reaction on the expected effects of the 360-degree appraisal as well as there are many worries on problems due to the introduction of the 360-degree appraisal. Especially, there are concerns on the possibility of personal relationship as being a factor rather than .objective and rational factors such as job performance, ability, and personal attitude. In a survey of workers and associates on propriety and trust of each evaluator of a 360-degree appraisal, there is relative high credibility, but credibility on superior, customer, and self-evaluation are relatively low. Also as a result of the study, preference level on promotion influence, assignment decision, special promotion, job performance evaluation, personal development, training demands, and others are relatively high. Forth, the study recognizes that ample preparation time, secure fairness and rationality of selecting evaluator, guarantee anonymity of evaluator and clarity of the process, and others are important factors to be considered for a successful 360-degree appraisal.