The influence of feedback on employee performance in Malaysian’s telecommunication company

• Main Author: Zamri, Nur Farrah Najwa
• Format: Thesis
• Language: English; English
• Published: 2021
• Subjects: HD28-70 Management. Industrial Management
• Online Access: https://etd.uum.edu.my/10040/1/permission%20to%20use-ALLOWED.pdf; https://etd.uum.edu.my/10040/2/s825014_01.pdf; https://etd.uum.edu.my/10040/

Feedback conversation is the process of conveying information in a performance evaluation system to achieve development by confirming or rejecting performance behaviour. It has the purpose for individuals making the effort to develop right and appropriate behaviour in order to achieve valuable results. This study aims to investigate the influence of feedback conversation in an organization on the employees’ performance, where Celcom Axiata Berhad has been chosen as the case study. There are 5 independent variables chosen for current research which are feedback frequency, credibility of the feedback provider, receptive capability, organizational culture, as well as national culture. This research utilizes descriptive research method with a quantitative approach, in which 5-point Likert style questionnaire has been used as the research instrument. A total of 341 respondents have been chosen as the sample size through convenient sampling method from a population of 3019 employees in Celcom Axiata Berhad to conduct the study. Then, all the data collected are arranged and analysed in the SPSS application by using descriptive analysis of mean score and inferential analysis of Multilinear Regression (MLR) to test the hypotheses developed for the study. The findings show that the employees’ performance in Celcom Axiata Berhad is at a high level (4.37). Also, the respondents agreed that all the 5 independent variables studied has high influence on the employees’ performance with mean score 4.35 (feedback frequency), 4.32 (credibility of feedback provider), 4.34 (receptive capability of employee), 4.37 (organizational culture and value), and 4.12 (national culture and value). However, the finding from the MLR analysis shows that only credibility of feedback provider [b=0.147, t=3.133, p<0.05], receptive capability of employee [b=0.16, t=3.88, p<0.05], organizational culture [b=0.310, t=6.628, p<0.05] and national culture [b=0.126, t=4.039, p<0.05] have significant positive impact on the employees’ performance. Meanwhile, feedback frequency [b=0.032, t=0.840, p>0.05] has no significant impact on the employees’ performance. The study also found that the most significant variable is the receptive capability of employee. Hence, this study has added another literature and reference materials regarding the impact of feedback conversations on the employees’ performance. Many organizations may refer to this study to plan for an effective feedback conversation within the organization, so that the goal of enhancing the employees’ performance can be achieved.