Research On The Influence Of DY Company's Performance Feedback On Job Engagement And The Moderating Role Of Organizational Identity

XX company,a pioneer of information era,grows up at an incredible speed in recent years,and occupies a dominated position on network scale and marker share in worldwide.DY company,a wholly-owned subsidiary of XX company,achieved high-level goals during the period of rapid expansion,which is based on rational management foundation.Nevertheless,a phenomenon of weak development power has emerged since enterprise entered post-developing stable period,which drove enterprise to reform human resource management to inspire staff and promote staff to devote more into work.Performance management occupies a critical position in human resource management of DY company.However,a few troubles show up in recent years,such as invalid implement of performance system,too much focus on index,ignorance of feedback,and jagged level of managers.Besides,DY company pays too much attention on performance examination and neglect performance feedback,which makes staff confused on the link between daily work and performance score.Within ascending performance examination pressure,defaults of performance feedback result in descending devotion of staff in daily work.Meanwhile,organizational identity of staff would influence devotion in daily work.Higher level identity the staff feel,more time they would devote in work.Consequently,improving organizational identity of staff is also a potential management method of DY company.This article conducted literature review on performance management,performance feedback,job engagement,and organizational identity.Besides,on-site interview was also conducted to analysis defaults and problems in performance feedback,organizational identity,and job engagement of DY company.This article established a conceptual model to put forward influences of performance feedback on job engagement,and moderator effect of organizational identity.Questionnaires were given away to staff of DY company to access research data.I collected 211 valid questionnaires and proceeded reliability and validity analysis on these data via SPSS 25.0 software.After conducting exploratory factor analysis on each variable,I deleted 3 questions of questionnaire.Factor extraction outcome of all variable indicated that performance scale consists of 3 factors: feedback receiver,professionalism of feedback resource,and feedback message.Besides,job engagement scale converted from 3 factors to 2 factors: respect and devotion.Organizational identity remained as single factor.This research conducted hierarchical multivariate analysis on effect of organizational identity and the influence of performance feedback on job engagement.Results demonstrated all 3 factors of performance feedback make significant influence on job engagement,and organizational identity makes moderator effect only when messages delivered make effect on job engagement,which supported this article's hypothesis.This research demonstrated that performance feedback influences job engagement,and organizational identity makes moderator effect on the process of influence of performance feedback on job engagement.Hence,management instructions were submitted based on research outcomes.