AN ANALYSIS OF PERFORMANCE FEEDBACK AND EMPLOYEE PERFORMANCE IN KENYAN STATE CORPORATIONS

Samuel Kimnyak Partoip, Dr Mary Kamaara, Dr. Kepha Ombui

Abstract


This study examined the relationship between performance feedback and employee performance in Kenyan state corporations, as well as the moderating influence of organizational climate on this relationship. The study was motivated by persistent performance challenges in the public sector despite the adoption of formal performance management systems, particularly regarding the effectiveness of feedback mechanisms. A cross-sectional mixed-methods research design was employed, targeting 170 state corporations, from which 119 respondents were selected using stratified simple random sampling. Data were collected using semi-structured questionnaires and analyzed using descriptive statistics, regression analysis, and thematic content analysis. The findings revealed a statistically significant positive effect of performance feedback on employee performance (β = 0.377, t = 4.552, p < 0.001), explaining 18.5% of the variance in employee performance (R² = 0.185). The regression model was statistically significant, F (1, 91) = 20.724, p < 0.001. Specifically, regular performance dialogue, constructive communication, and timely feedback were associated with improved employee performance outcomes, including productivity, quality of output, and goal attainment. Further analysis showed that organizational climate significantly moderated the relationship between performance feedback and employee performance (β = 0.186, t = 2.056, p = 0.043). The inclusion of the interaction term increased the model's explanatory power from R² = 0.516 to R² = 0.538, indicating that a supportive organizational climate strengthens the positive influence of performance feedback on employee performance. Qualitative findings corroborated these results, emphasizing that feedback is most effective when it is continuous, development-oriented, and delivered within a climate characterized by supportive leadership, open communication, and employee autonomy. The study concludes that while performance feedback significantly enhances employee performance, its effectiveness is contingent upon the prevailing organizational climate within state corporations. Strengthening both feedback practices and organizational climate is therefore critical for improving employee performance in the Kenyan public sector.

Keywords: Performance feedback; employee performance; organizational climate; performance management; state corporations.

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