ISSN: 2222-6990
Open access
Performance appraisal is essential, unavoidable, and universal, particularly in organisations where individuals tend to evaluate the work performance of others. The purpose of this study is to assess employee’s feedback towards performance appraisal exercises in the ODL institutions, Malaysia. Included in this study are one dependent variable (performance appraisal) and three independent variables (motivation, job satisfaction and engagement). The quantitative approach of analysis using data gathered by questionnaire distribution among samples was used in this study. This study assesses the direct relationship between motivation, job satisfaction, engagement and performance appraisal. In this study, primary data will be employed, and a survey questionnaire that had been adopted and modified from earlier studies is used to gather the data. SPSS 22.0 and Smartpls version 4 software were used for the direct and indirect links and testing of model hypotheses. Structural equation modeling, known for its ability to analyze complex interactions between variables, was used to analyze a comprehensive data set of 241 responses, and convergent and discriminant validity was confirmed. Evaluation of the structural model crucially confirmed the hypotheses and revealed three direct relationships and all these hypotheses were supported. These results highlight the profound importance of these factors in shaping performance appraisal and facilitating the effective appraisal system into ODL institutions. In addition to the empirical findings, this study contains very important theoretical implications, highlighting the central role that motivation, job satisfaction and engagement in influencing performance appraisal This study provides additional knowledge and an approach to the factors influencing employee’s feedback on the performance appraisal process in ODL institutions.
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Khan, B. N. A., Ismail, Z., Siew, W. H., Musa, N., & Zakaria, A. (2024). Factors Influencing Performance Appraisal Effectiveness in ODL Institutions. International Journal of Academic Research in Business and Social Sciences, 14(5), 811–822.
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