The Role of Performance Feedback on Employee Engagement
Research has been examined how performance management can be used to enhance levels of employee engagement. Although there are several pieces of evidence for performance management as a driver of engagement, there is a call for further research to specify which factors have a potential influence. Th...
| Main Author: | |
|---|---|
| Format: | Dissertation (University of Nottingham only) |
| Language: | English |
| Published: |
2022
|
| Subjects: | |
| Online Access: | https://eprints.nottingham.ac.uk/67750/ |
| _version_ | 1848800446035001344 |
|---|---|
| author | Chaowarat, Thidarat |
| author_facet | Chaowarat, Thidarat |
| author_sort | Chaowarat, Thidarat |
| building | Nottingham Research Data Repository |
| collection | Online Access |
| description | Research has been examined how performance management can be used to enhance levels of employee engagement. Although there are several pieces of evidence for performance management as a driver of engagement, there is a call for further research to specify which factors have a potential influence. Therefore, the present study aims to gain a better understanding of the link between employee engagement and the factors related to the feedback process which is an integral part of performance management.
Specifically, the focus of this study is to explore how the factors, including feedback orientation, positive feedback, timing and frequency of feedback as well as supervisor support, could be predictors of increased employee engagement. This research was carried out in a private company in Thailand, a medium-sized automotive dealer. A quantitative research method was primarily adopted, along with additional follow-up interviews. Participants in the study consisted of 282 employees for the online survey and 4 employees for the interview.
The results showed that employees are likely to put greater effort and engage in their work, when they have a high feedback orientation. Furthermore, it was found that when employees perceive support from their supervisors, they are likely to reciprocate with higher levels of engagement. However, it is noteworthy that the results did not support positive relationships between employee engagement, positive feedback, timing and frequency of feedback. Finally, practical implications, limitations and suggestions for future research are discussed in this research. |
| first_indexed | 2025-11-14T20:51:41Z |
| format | Dissertation (University of Nottingham only) |
| id | nottingham-67750 |
| institution | University of Nottingham Malaysia Campus |
| institution_category | Local University |
| language | English |
| last_indexed | 2025-11-14T20:51:41Z |
| publishDate | 2022 |
| recordtype | eprints |
| repository_type | Digital Repository |
| spelling | nottingham-677502023-04-25T14:36:04Z https://eprints.nottingham.ac.uk/67750/ The Role of Performance Feedback on Employee Engagement Chaowarat, Thidarat Research has been examined how performance management can be used to enhance levels of employee engagement. Although there are several pieces of evidence for performance management as a driver of engagement, there is a call for further research to specify which factors have a potential influence. Therefore, the present study aims to gain a better understanding of the link between employee engagement and the factors related to the feedback process which is an integral part of performance management. Specifically, the focus of this study is to explore how the factors, including feedback orientation, positive feedback, timing and frequency of feedback as well as supervisor support, could be predictors of increased employee engagement. This research was carried out in a private company in Thailand, a medium-sized automotive dealer. A quantitative research method was primarily adopted, along with additional follow-up interviews. Participants in the study consisted of 282 employees for the online survey and 4 employees for the interview. The results showed that employees are likely to put greater effort and engage in their work, when they have a high feedback orientation. Furthermore, it was found that when employees perceive support from their supervisors, they are likely to reciprocate with higher levels of engagement. However, it is noteworthy that the results did not support positive relationships between employee engagement, positive feedback, timing and frequency of feedback. Finally, practical implications, limitations and suggestions for future research are discussed in this research. 2022-03-10 Dissertation (University of Nottingham only) NonPeerReviewed application/pdf en https://eprints.nottingham.ac.uk/67750/1/20240152_BUSI4136_2021_22.pdf Chaowarat, Thidarat (2022) The Role of Performance Feedback on Employee Engagement. [Dissertation (University of Nottingham only)] Employee Engagement Performance Feedback Supervisor Support |
| spellingShingle | Employee Engagement Performance Feedback Supervisor Support Chaowarat, Thidarat The Role of Performance Feedback on Employee Engagement |
| title | The Role of Performance Feedback on Employee Engagement |
| title_full | The Role of Performance Feedback on Employee Engagement |
| title_fullStr | The Role of Performance Feedback on Employee Engagement |
| title_full_unstemmed | The Role of Performance Feedback on Employee Engagement |
| title_short | The Role of Performance Feedback on Employee Engagement |
| title_sort | role of performance feedback on employee engagement |
| topic | Employee Engagement Performance Feedback Supervisor Support |
| url | https://eprints.nottingham.ac.uk/67750/ |