Abstract
This paper describes whether performance feedback can greatly affect job performance. Hence, this study intends to determine the effects of feedback environment (i.e. its dimensions of source credibility, feedback quality, feedback delivery, favorable feedback, unfavorable feedback, source availability and promotes feedback seeking) as well as feedback orientation (i.e. its dimensions of utility, accountability, social awareness, and feedback self-efficacy) towards job performance. Feedback is defined as information about performance that allows a performer to change his or her behavior. Whilst performance feedback is often described as information that is presented to a performer that enables a change in his or her future performance. Feedback environment is characterized by the availability of valid and valuable feedback that is provided in a constructive way and on a regular basis). On the other hand, feedback orientation is employee’s willingness and ability to receive, process, and use feedback. Using purposive samples of 96 academician of a public university in Malaysia, the findings of this study established that, feedback orientation of feedback self-efficacy and feedback environment of favorable feedback have significant effects towards job performance. The significance of this study can contribute numerous advantages to many organisations and the corporate sectors in forming their business strategy specially to cope with industry revolution 4.0 in Malaysia. This study also provides the human resources management team further insights on ways to improve job performance and this will allow organisations to gain profitable entity. Apart from that, this study will provide some directions for future researchers in concerning of feedback and job performance studies.
Highlights
Feedback is an effective method for increasing employee performance in a wide range of settings, questions remain regarding the most effective characteristics of feedback
Research Methodology Quantitative method was used in conducting this research to identify the relationship between feedback and job performance among academician in Selangor. 190 academicians from selected universities made up the population sample for this study where 96 academicians were selected as the chosen sample
Based on the results shown, feedback self-efficacy of feedback orientation is the most significant towards job performance among academicians with the value of regression coefficient for self-efficacy (r=0.369, p=0.015) and correlation value r=0.388, p=0.000
Summary
Feedback is an effective method for increasing employee performance in a wide range of settings, questions remain regarding the most effective characteristics of feedback. Even though feedback can be a valuable method to improve job performance, it continues to be one of the most underused and misused tools by managers and supervisors in organizations today (Romero, 2012). A poor understanding of such factors has led to a workplace reality where both informal and formal feedback are often considered to be a negative experience (Baker et al, 2013). Performance feedback is often described as information that is presented to an employee that enables changes in his or her future performance. Performance feedback is frequently used in combination with other procedures in applied settings (Guadalupe, 2018). Studies showed managers rank feedback as one of their most difficult duties, as relationship building was critical to the goals of the organization (Zenger, 2014). Some researchers have studied the probable sources of feedback; few researches have been done on the issue of feedback relative to the effectiveness of managers (Zenger, 2014)
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