Abstract:
In modern organizations, providing feedback is critical for increasing employee performance; nevertheless, little is known about how performance management feedback quality influences employee performance. Despite the extensive literature on performance management feedback and employee performance, it is not clear which justice predictors best account for greater employee performance. The purpose of this study is to investigate the contribution of performance management feedback in enhancing employee performance. Performance management feedback and employee perception of justice significantly affect employee performance within an organization. In this study the relationships between performance management feedback, employee performance, and procedural, interactional and distributive justice of employees were examined. The literature demonstrated knowledge gaps regarding the relation between the variables which are intended to be filled by this study, although there are limited studies that explore organizational justice in its three dimensions as potential moderators in this relationship. To test the hypothesis set in this study, data was gathered via email and link shared on social media platforms. Using SPSS and AMOS, the data collected was analyzed. The study also presents managerial implications, acknowledges its limitations, and suggests directions for future research.
The empirical data shows that performance management feedback has a positive relationship with employee performance in the three structural equation modeling while distributive, procedural and interactional justices do not moderate this relationship. Managers can increase employee’s performance by giving constructive performance management feedback.
