The Influence of Feedback Conversation on Employee Performance in Malaysian’s Telecommunication Company

Nur Farrah Najwa Zamri, Abdul Halim Abdul Majid, Houcine Meddour and Noor-Asma Jamaluddin

Journal of Business and Social Review in Emerging Economies, 2021, vol. 7, issue 3, 503-512

Abstract: Purpose: Feedback conversation is the process of conveying information in the performance appraisal process. It helps employees to develop the right and appropriate behavior in order to achieve the targeted outcome. This study investigates the influence of feedback conversation (i.e., feedback frequency, the credibility of the feedback provider, receptive capability, organizational culture, and national culture) on employees’ performance in Malaysian-based telecommunication companies.Design/Methodology/Approach: The study utilized a descriptive quantitative approach, in which a 5-point Likert scale questionnaire has been used during data collection. A total of 341 respondents have participated out of 3019 employees in the selected company. The collected data were then be analyzed using SPSS and the inferential analysis of Multilinear Regression (MLR) was applied to test the hypotheses.Findings: MLR analysis revealed that the credibility of the feedback provider, the receptive capability of employees, and organizational culture and national culture have a significant positive impact on employees' performance. Meanwhile, feedback frequency has no significant impact on the employees’ performance.Implications/Originality/Value: This study has added values to management literature and offered practical managerial implications related to selected aspects of feedback conversations on the employees’ performance. Other similar organizational settings may also consider these findings to design and develop a more effective feedback conversation to boost employees’ performance.

Keywords: Performance; Culture; Receptive Capability; Credibity; Feedback Frequency (search for similar items in EconPapers)
Date: 2021
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Persistent link: https://EconPapers.repec.org/RePEc:src:jbsree:v:7:y:2021:i:3:p:503-512

DOI: 10.26710/jbsee.v7i3.1731

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