摘要:本文是一篇留学HRM论文,主要分析的是员工工作环境的问题,以Islamabad和Rawalpind这俩城市作为研究对象,测试了员工风险对于反馈环境的影响,最后作者发现,所有的三个变量的监督机制和同事的反馈和角色清晰度证明了这与员工奉献是紧密相连的。
angers can adopt a number of measures to improve employees' satisfaction, their level of productivity and employee commitment.
Research Objectives
To measure the level of performance feedback (from supervisors and coworkers) received by the employees of different organizations, both of public and private sector operating in Islamabad city.
To Measure the level of employee commitment of employees working in different organizations
To explore the link between feedback environment and employee commitment
To suggest specific measures to be adopted in order to increase the overall feedback environment and employee commitment in organizations
The Impact of Feedback Environment on Employee Commitment
Chapter 2
LITERATURE REVIEW
2.1 Feedback Environment
In the past, the feedback environment has been defined as the type of job performance information that employees perceive as being available to them (Herold & Parsons, 1985).but according to the refined and most up-to-date definition; the feedback environment refers to the contextual aspects of day-to-day supervisor-subordinate and coworker-coworker feedback processes rather than to the formal performance appraisal feedback session (Steelman et al, 2004). Consequently, up to now, an organization's feedback environment has been defined as the amount and availability of positive and negative feedback from different sources (Steelman et al, 2004).
2.2 Measurement of Feedback Environment
Feedback environment in an organization is measured through a new multifaceted instrument, the Feedback Environment Scale (FES), which helps inform the feedback process in organizations. This new instrument measures a much more comprehensive view of the feedback environment and is more relevant to the organizations of today and the responsibilities of 21st-century managers. FES may also be defined as a multifaceted construct with two major factors (Supervisor and Coworker) manifested in seven facets. Together, these seven facets reflect the contextual aspects surrounding the transmission of job performance feedback on a recurrent or daily basis (Steelman et al, 2004).
It is clear that employees receive feedback information from various sources (Greller, 1980; Morrison, 1993) but some authors suggest that supervisor and coworker feedback sources are the most practical and relevant from the feedback recipient's point of view (Ashford, 1989). Thus, the FES postulates two factors called Supervisor Source and Coworker Source and the following seven specific facets within each of those source factors: source credibility, feedback quality, feedback delivery, frequency of favorable feedback, frequency of unfavorable feedback, source availability, and promoting feedback seeking (Steelman et al, 2004).
Source Credibility is conceptualized as the feedback source's expertise and trustworthiness (Giffin, 1967). Consistency and usefulness have been demonstrated to be important aspects of feedback quality (Greller, 1980; Hanser & Muchinsky, 1978; Herold, Liden,& Leatherwood, 1987). A feedback recipient's perceptions of the source's intentions in giving feedback will affect reactions and responses to the feedback (Fedor, Eder, & Buckley, 1989). Favorable feedback is conceptualized as the perceived frequency of
本论文由英语论文网提供整理,提供论文代写,英语论文代写,代写论文,代写英语论文,代写留学生论文,代写英文论文,留学生论文代写相关核心关键词搜索。