Abstract

This study examines employee perceptions of performance feedback within an Organizational settings in the Chennai region, focusing on its role in aligning individual goals with organisational objectives, fostering a positive work culture, and enhancing management practices. The study analyses responses from diverse demographic groups, including age, gender, qualification, and occupation, to provide a comprehensive understanding of how different segments of the workforce view performance feedback. The research does not limit itself to a particular industry but takes a cross-sectoral approach. Key findings reveal that over 70% of respondents across all demographics believe that performance feedback effectively aligns individual goals with organisational objectives. Similarly, more than 70% perceive the organisation's feedback process as structured, though many indicate it requires improvement. Despite recognizing the importance of feedback, over 40% of respondents believe it does not significantly impact the work culture, suggesting a potential disconnect between feedback processes and cultural benefits. The research also shows that a substantial portion of respondents agrees that managers actively utilise feedback to improve their management practices. However, the overall effectiveness of the feedback process is rated between 3 and 5 on a scale, indicating moderate effectiveness with significant room for enhancement. These insights highlight the need for organisations to refine their feedback mechanisms, ensuring feedback is constructive, actionable, and deeply integrated into the organisational culture. Addressing these areas can enhance the overall effectiveness of performance feedback, driving meaningful improvements in strategic alignment, employee satisfaction, and organisational performance. This study underscores the critical role of effective performance feedback in organisational success and provides a foundation for future efforts to optimise feedback processes.

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