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Y1 = βo+β4X4+E

5.4.5 Role Clarity vs. Employee Commitment

The graph shown below represents the relationship between role clarity and employee commitment. X-axis represents role clarity and y-axis represents employee commitment. The graph shows positive correlation between the two variables i.e. if one variable increases; the other variable also increases in the same direction

Y= βo+β3X3+E

5.4.6SupervisoryFeedback vs. Role Clarity

The graph shown below represents the relationship between Supervisory Feedback and Role Clarity. X-axis represents Supervisory Feedback and y-axis represents Role Clarity. The graph shows positive correlation between the two variables i.e. if one variable increases; the other variable also increases in the same direction

Y1 = Role Clarity

Y3= βo+β1X1+E

5.4.7 Coworker Feedback vs. Role Clarity

The graph shown below represents the relationship between Coworker Feedback and Role Clarity. X-axis represents Coworker Feedback and y-axis represents Role Clarity. The graph shows positive correlation between the two variables i.e. if one variable increases; the other variable also increases in the same direction

Y2 = Role Carity

Y3= βo+β2X2+E

The Impact of Feedback Environment on Employee Commitment

Chapter 6

CONCLUSION AND RECOMMENDATIONS

The research was based on hypothesis-testing and several hypotheses were proposed to test the relationship between supervisory feedback, coworker feedback (The Feedback Environment), role clarity [independent variables] and employee commitment (dependent variable). The results verified that a positive relationship exists between the independent and dependent variable/s in the model and all seven alternative hypotheses proved to be true.

The strongest bonding of employee commitment was found to be with coworker feedback, which is a very important feedback source in organizational context. Role clarity was the second most important variable in creating employee commitment and the third variable causing employee commitment was supervisory feedback.

According to the basic model of research, Supervisory and coworker feedback have the dimensions of, source credibility, feedback quality, feedback delivery, favorable feedback, unfavorable feedback, source availability and promote feedback seeking.

From the statistical results it can be interpreted that different organizations in Islamabad city are low on each of the seven above-mentioned dimensions with respect to supervisory feedback and the resulting level of commitment with supervisory feedback is low. On the other hand coworker source is more valuable for employees and is substantially rich on each of its dimensions, resultantly contributing a greater amount towards employee commitment.

As per the results of the research, Role Clarity also contributed towards employee commitment and was the second strongest variable in causing employee commitment in the overall model, which means that employees must know their jobs in terms of authority, guidelines, expectations and the importance of their job in the achievement of overall organizational objectives.

Overall the research suggests that the theoretical model shown in figurer 3.1 represents that feedb