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account two major feedback sources which are:

Supervisor source

Coworker source

Feedback from each source has seven dimensions which are:

3.1.1.1- Source credibility

Giffin (1967) defined source credibility as the feedback source's expertise and trustworthiness. Perception of trustworthiness an individual imparts to other people. Factors that influence source credibility are expertise and reputation for honesty.

3.1.1.2- Feedback quality

Feedback quality refers to its consistency and usefulness which are important aspects of feedback (Greller, 1980; Hanser & Muchinsky, 1978; Herold, Liden, & Leatherwood, 1987).

3.1.1.3- Feedback delivery

It refers to the feedback environment in terms of source's consideration and intentions in his or her delivery of the feedback (Steelman et al 2004). In simple words this dimension is related to the extent of empathy of the feedback source.

3.1.1.4- Favorable feedback

Steelman et al (2004) defined favorable feedback as the perceived frequency of positive feedback such as compliments from supervisors and/or coworkers when from the feedback recipient's view, his or her performance does in fact warrant positive feedback

3.1.1.5- Unfavorable feedback

Unfavorable feedback is conceptualized as the perceived frequency of negative feedback such as expressions of dissatisfaction and criticism from supervisors and/or coworkers when from the feedback recipient's view, his or her performance warrants such feedback (Steelman et al, 2004).

3.1.1.6- Source availability

Supervisor and/or coworker source availability is defined as the perceived amount of contact an employee has with his or her supervisor and/or coworkers and the ease with which feedback can be obtained (Steelman et al, 2004).

3.1.1.7- Promoting feedback seeking

Williams et al (1999) defined Feedback seeking is defined as the extent to which the environment is supportive or unsupportive of feedback seeking. It is the extent to which employees are encouraged or rewarded for seeking feedback and the degree to which employees feel comfortable asking for performance feedback

Responses about each dimension relating to both the sources will be gathered using the FES Questionnaire, proposed by Steelman et al (2004) in their validation study of the FES.

3.2 Employee Commitment (Dependent Variable)

For the purpose of this study employee commitment has been defined as an employee's psychological attachment to his/her organization. Mainly the three component model of employee commitment by Herscovitch (2002) is used, which says that the commitment level itself consists of three parts; affective, continuance and normative commitment. Somers (1995) defined Affective commitment as an employee's emotional attachment to an organizational goals and values. Normative commitment is a perceived duty to support the organization and its activities, whereas; continuance commitment is however interacted with affective commitment in predicting job withdrawal intentions and absenteeism.

The level of employee commitment was measured using the employee commitment questionnaire by John Meyer & Natalie Allen (1991).

The Impact of Feedback Environm