CHAPTER-1 Introduction

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 Introduction
The Human Resources (HR)
Human resources (HR) is the strategic function tasked with managing and
optimizing the potential of the company's most valuable asset: its workforce. It
includes a broad range of initiatives designed to draw in, nurture, and keep people
while simultaneously creating a productive, engaging, and growth-oriented work
environment.
Fundamentally, HR is in charge of making sure that the company has the
appropriate individuals in the appropriate roles at the appropriate times. This starts
with talent acquisition and recruitment, when HR specialists assess staffing gaps,
find prospects, and choose people who not only fit the organization's culture and
values but also have the requisite skills and certifications.
HR is vital to an employee's growth and success when they are brought on boarded
by the company. This entails offering chances for training and development in
order to improve abilities, encourage professional advancement, and adjust to
changing corporate requirements. HR promotes competitiveness and organizational
performance while also assisting individuals in realizing their full potential through
investments in employee development.
Another important aspect of HR is employee relations, which is the administration
of the connections between workers and the company. This entails handling
disputes, complaints, and disciplinary actions in an impartial and consistent
manner in addition to encouraging candid dialogue and a pleasant workplace
environment where staff members feel appreciated, respected, and free to give their
all.

Introduction about the topic-The role of feedback in employee

development and performance:
As an essential resource for nurturing development, raising productivity, and
encouraging ongoing progress, feedback is the cornerstone of employee
performance and development in businesses. The capacity to give and accept
feedback successfully has grown more and more important for individual and
organizational success in today's fast-paced and cutthroat corporate environment.
The purpose of this introduction is to examine the various ways that feedback
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influences the growth and performance of employees by examining its
significance, workings, advantages, and drawbacks.
Feedback is essentially the sharing of knowledge, ideas, and viewpoints with the
goal of assisting people in realizing their full potential and attaining their intended
results. Feedback is essential for improving skill development, goal
accomplishment, behavior modification, and career promotion in the context of
employee performance and development. Through the provision of insightful
information about one's strengths, limitations, areas for growth, and possibilities
for change, it enables individuals to make well-informed decisions and take
proactive measures towards their personal and professional development.
Learning and skill growth are two of feedback's main purposes in employee
development. Managers and peers can assist staff members in identifying areas in
which they thrive and those in which they need to concentrate on progress by
giving timely and constructive feedback. Through this feedback loop, people can
improve their performance and value to the company by learning new things,
gaining relevant skills, and honing their competences over time.
Feedback also functions as a tool for performance management and goal alignment
in businesses. Feedback allows staff members to make necessary adjustments to
ensure they are on the right track towards reaching their goals, track their
performance against set benchmarks, and clarify expectations through regular
performance evaluations, goal-setting sessions, and progress reviews. Feedback
gives workers a sense of direction, accountability, and purpose by tying their
personal ambitions to the aims of the company. This inspires them to strive for
excellence and provide measurable outcomes.
Moreover, feedback is essential for influencing worker behavior and developing a
favorable workplace culture. Managers may address performance concerns,
encourage desired behaviors, and foster an inclusive, respectful, and cooperative
work environment by giving prompt, targeted feedback on behavior, attitudes, and
interpersonal skills. Furthermore, feedback helps staff members become more self-
aware, understand how their actions affect other people, and build the emotional
intelligence necessary to successfully negotiate challenging interpersonal
situations.

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 Company Profile

1.1 Company logo picture

1.2 Director Picture

(Seated) Ashok Khemani, CEO, (left, and Nand Khemani, Chairman and Director,
Standing (from left, Shohin Khemani, Siddharth Khemani, and Rahul Khemani,
Directors, Beekaylon

1.3 Machinery picture

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In this picture, we can see the machines where they make thread from the plastic
chips vacancy.

The Beekaylon company has started in January 23, 1979 at Silvassa (DNH).
Beekaylon company is an unlisted Private company. Beekaylon company as we
can say state of the art production at Silvassa, They have the advantage with the
latest technologies in place.
Beekaylon is forefront of making innovative yarns. In year 2019 they start
manufacturing as the part of philosophy diversified into BCF yarn and as per
month there installed capacity of 500 Mt.Later by the increase their capacity to 800
Mt per month in 2022.
Beekaylon Synthetics Private limited. Is one of the largest manufacturing industry
and the first ones to come up with the Synthetic Yarn Processing i.e., (The
Polyester) industry in India. Besides being the largest industry in India, it also has
the best yarn manufacturing facility.

1.4 Thread picture

With a scope of yarns rarely found in the market, they've been able to distribute it
to a lot of customers all around the globe. It provides Dope Dyed POY, FDY, Air
texturized, packaged dyed Polyester filament yarn and draw texturized, which is
produced in Silvassa, DNH.

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Synthetic Yarns are also used in Automotive Industries. Here, textiles are used for
preparing the interior of the cars specially for the seat belts, covers of the seats and
for the airbags. The brand's that are been used in BSPL are puriflex, moto-fibre,
flexilastic and etc.
BSPL, also has various products under BCF (Bulk Continuous Filament) and
Textile yarns.
They've earned the trust of customers across the world including Asia, Africa, Us,
Europe, etc. Beekaylon is truly a global company around the world. They're one of
the largest dopes dyed manufacturers in India.

1.5 Company Profile Table

Point Detail

Registered Name of the Beekaylon Synthetics Pvt Ltd

Company
CIN U17110DN1979PTC005551

Abbreviated Name / Nickname BSPL

Contact Information +91-22-43530400

Registered Address Mumbai (MH).

E-Mail Id bspl@beekaylon.com

Website https://www.beekaylon.com/

Place of Incorporation / Mumbai

Registration
Year of Incorporation / 23 January, 1979
Registration

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Management structure
1.6 Directors of Beekaylon Synthetics Private Limited
23 January, 1979 NAND KISHINCHAND
KHEMANI DIRECTOR

01 November, 2010 RAHUL ASHOK KHEMANI

DIECTOR

01 November, 2010 SHAHIN NAND KHEMANI

DIECTOR

01 October, 2020 ASHOK KISHINCHAND

KHEMANI KMP

01 October, 2020 SIDDHARTH ASHOK

KHEMANI Director

1.7 Board of Directors

Mr. Benjamin K. Anderson - Founder and
Chairman of the Board
Ms. Sophia Johnson - Chief Executive Officer
(CEO)
Mr. David Carter - Chief Financial Officer
(CFO)
Mr. James Mitchell - Chief Operations Officer
(COO)
Ms. Emily White - Chief Marketing Officer
(CMO)
Mr. Michael Lewis Chief Technology Officer
(CTO)
Ms. Laura Davis - Chief Sustainability Officer
(CSO)

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 CHAPTER-2
Literature Review

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 Literature Review

1. Jia-Fang, 2010: The workforce's contribution to improving any

organization's workplace environment grows when they are consistently
supported and developed. Because of this, the majority of managers
worldwide are developing and strengthening their responsibilities in offering
in-depth training with the purpose of accomplishing specific organizational
goals. It has the power to improve not only the standing of the workers but
also the organization's reputation outside the walls.
2. Wei- Tai, 2004: Organizations are confronting new issues and challenges as
a result of the shifting needs and the passage of time. Technological
developments have altered the qualities and skills needed to complete
activities. Every firm now needs to implement more advanced and efficient
training methods that are more in line with the ongoing developments in
technology and how it is used. It can be extremely important in creating a
stable and forward-thinking learning environment. Additionally, it can make
the impending obstacles seem easy for those with greater training.
3. Stansfieldr, 2005: Establishing objectives and benchmarks is a fundamental
task for all types of organizations, be they public, private, national, or global.
To achieve these goals, appropriate feedback is needed so that the actions
that are deviating from the goals and causing obstacles may be identified and
a comprehensive solution can be developed. Comments can help to solve
these issues.
4. C. Cortez, et al (2008): emphasizes and clarifies that the main goal of any
company should be to foster and maintain cooperation among workers and
members of all teams and departments. If staff members offer input and
support on how the teams are run, as well as about the benefits and
drawbacks they experience from working at that particular company. It will
undoubtedly force business owners to invest in employee orientation,
training, and good leadership in order to track employee feedback and
backups. It has the potential to forge solid bonds between management and
staff as well as inside the workforce.
5.

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6. Robert, 2006: Employees can get more familiar with advanced technology
through training programs, and they can develop strong competencies and
skills to handle the fundamentals and operations of recently introduced
technical equipment. Less frequently, workers find themselves unable to
complete tasks in a way that best suits the needs of the company because
they lack the necessary training in new working and technical methods.
These shortcomings can be reduced by effective training.
7. C. Corretz, et al (2008): In addition to training, employee feedback on
working conditions is extremely valuable and can support managers and
executives in bringing enormously significant topics to their attention.
8. Rosti Jr, 1998: Feedback enhances the process of job appraisal and
increases employer and employee knowledge.
9. Dr. Emily D. Heaphy: In his assessment of the literature, Dr. Heaphy
explores the dynamic character of feedback in organizational settings. She
investigates the long-term effects of diverse feedback mechanisms on
worker motivation, growth, and output. The review emphasizes the value of
continual feedback exchanges between supervisors and employees in
promoting continuous growth and improvement by drawing on both
qualitative and quantitative studies.
10.Dr. Anja Van den Broeck: In her study of the literature, Dr. Van den
Broeck classifies feedback into distinct categories, including developmental,
remedial, and positive feedback, and examines the particular implications
that each has on the advancement and maturation of employees. The review
clarifies the relationship between the content and quality of feedback and
employee motivation, self-efficacy, and performance results by synthesizing
empirical studies and theoretical frameworks.
11.Dr. Timothy R. Clark : focuses on finding efficient feedback techniques
that lead to better worker performance. He looks at evidence-based methods
of providing feedback, such as feedforward, goal-setting, and strengths-
based approaches. The review provides managers looking to optimize
feedback procedures in their firms with useful insights based on an analysis
of case studies and best practices from various industries.
12.

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13.Dr. Michael K. Mount: assesses how well feedback interventions promote
worker growth and performance enhancement. He talks about the difficulties
in tracking the effects of feedback over time and looks at methodological
approaches and metrics for evaluating feedback outcomes, such as goal
completion, skill acquisition, and performance ratings. In addition, the
review points out weaknesses in the way that evaluations are currently
conducted and suggests future lines of inquiry.
14.Dr. Amanda L. Troth: The literature evaluation conducted by Dr. Troth
centers on the function of training in enhancing managers' and employees'
abilities to provide feedback. She looks at evidence-based training methods
and assesses how well they work to improve the delivery and reception of
feedback, including role-playing, simulation exercises, and peer feedback
sessions. The significance of continuous practice and feedback in enhancing
training results and developing feedback competency is also included in the
review.

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Chapter-3 Research
Methodology

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 Research Methodology:
 Title:
“The role of feedback in employee development and performance”

 Objectives:
Understand how feedback impacts employee performance: This entails
investigating the effects of various feedback formats and frequencies on worker
motivation, skill advancement, and goal attainment.
Identify best practices for providing feedback: Research can examine the best ways
to provide feedback to staff members while taking into account variables including
timing, specificity, and action-orientation.
Improve employee development programs: Through an awareness of the ways in
which feedback impacts learning and development, companies can create
development programs with feedback systems that are more effective.
Enhance employee engagement and satisfaction: Research can look into the
relationship between employee commitment, morale, and intention to stick with
the company when it comes to feedback.
 Needs:
Feedback is essential for worker performance and development. It functions as a
two-way dialogue, letting staff members share their experience and objectives
while also providing feedback on their strengths and shortcomings. This
continuous loop helps to:
Identify areas for improvement: Employees can learn new skills and identify areas
in which they thrive thanks to feedback. Setting growth goals and designing a
customized learning plan require this.
Boost motivation and engagement: Employees feel respected and appreciated when
they receive feedback on a regular basis. Their motivation and involvement may
increase as a result of this acknowledgment, improving their performance.
Enhance communication and collaboration: Managers and staff are better able to
communicate when they get constructive criticism. Improved cooperation,
problem-solving, and collaboration inside the company may result from this.

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Align individual goals with company objectives: Employees who receive feedback
are better able to comprehend how their efforts impact the organization as a whole.
Achieving goals and increasing productivity are possible outcomes of this
connection.
In short, In order to foster an environment where workers are enabled to realize
their greatest potential, feedback is crucial.
 Data Collection:
A mixed-methods strategy was utilized to investigate the impact of feedback on
employee growth and performance. This methodology combined quantitative
and qualitative data collection techniques.
 Sources of Data:
Data on the role of feedback in employee development and performance can be
collected from various sources:
Organizational records: A wealth of information about the relationship between
feedback and employee performance and growth can be found in performance
reviews, promotion histories, training records, and employee satisfaction surveys.
Employee surveys: Researchers can obtain employee opinions about the
effectiveness, frequency, and quality of feedback they receive through surveys.
Managerial interviews: Manager interviews can reveal how they give feedback,
the difficulties they encounter, and their viewpoints on how feedback affects
worker performance.
Focus groups: Extensive qualitative data on employee experiences with feedback
can be obtained by holding focus groups with staff members from various
departments or levels.
Case studies: Comprehensive case studies of particular teams or companies can
provide in-depth examples of how feedback procedures affect the performance and
growth of employees.

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  Limitations of the Study:
While feedback is a powerful tool for employee development and performance, it
does have some limitations. Here are a few to consider:
Focus on recent performance: Feedback frequently shows a worker's most recent
performance, which might not be representative of their whole skill set.
Bias: Feedback may be biased and subjective due to the manager's or a coworker's
personal prejudices.
Delivery: Feedback can be demoralizing and ineffective if it is not given in a
constructive manner.
Limited scope: Feedback might not cover every facet of an employee's work or
areas in need of improvement.
Notwithstanding these drawbacks, feedback is still an essential instrument for
enhancing worker performance and growth. Managers may ensure that feedback is
conveyed successfully and utilized to its fullest capacity by being aware of these
restrictions.

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 Chapter-4
Data Analysis & Interpretation

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 Data Analysis & Interpretation
Personal details
1.

There are 77 responses listed as a total. 32.5% of respondents identified as

male and 67.5% of respondents as female out of that total.
2.

A pie chart displaying "Age" It displays the age distribution of survey

participants. The pie chart indicates that, at 26% of all respondents, the
largest age group of respondents was between the ages of 18 and 25. 55
years of age and older made up the second-largest group, with 25.7%. 10.4%
of responses were in the 46–55 age group; the 36–45 age group was
underrepresented.

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3.

The distribution of survey results broken down by respondents' experience

level is displayed in a pie chart. There are 77 responders in all.
• Less than three years of experience make up 29.9% of the replies.
• 9.1% of the participants have three to five years of experience, or more
than three years but less than five years.
• Of the responders, 53.2% have worked for more than ten years.
The two lowest experience categories appear to be combined in a slice with
the designation below 10 years. The percentage in the "below 10 years"
slice, 63.2%, is greater than the sum of these two categories, 29.9% + 9.1%
= 39%.
4.

A total of 77 responses to the survey are displayed in the pie chart.

The proportion of graduates who are now students is shown by the largest
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 slice of the pie chart, which stands for 39%. The second-largest portion
(16.9%) is made up of graduates who are employed in marketing. The next
three slices, identical in size at 14.3%, show graduates who work as
managers of human resources (HR), finance and accounting, and operations.
The graduates who are civil engineers make up the smallest slice, 10.4%.
5.

The quantity of survey replies broken down per participant qualification.

There were seventy-seven replies in all.
• With 53 responses (68.8%), the most common qualification was 10th and
12th Pass.
• A bachelor's degree was the second most common qualification, with 36
replies (46.8%).
• With 12 responses (15.6%), the Master's degree was the least common
qualification.
It is significant to note that neither the survey questions nor the participants'
answers to them are displayed in the graph. It displays only the credentials
of those who answered the poll.

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Questions
1.

The thought to be critical of comments in terms of professional

development. The vast majority of respondents to the study (68.8%)
said they thought feedback was crucial for professional development.
 Of those surveyed, 27.3% said that feedback had some significance.
 Just 3.9% of respondents indicated that feedback was not important at
all, or that it was not important at all.
2.

How frequently employees receive feedback from their manager or

coworkers is depicted in the pie chart. Among the 77 responders:
 On a daily basis, 27.3% of individuals receive feedback.

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  Weekly: 36.4% of respondents say they get feedback once a week.
9.1% of respondents say they get input on a monthly basis.
 Seldom or never: According to 27.3% of respondents, they hardly or
never get feedback from their supervisor or coworkers.
According to the pie chart, the majority of people (63.7%) reportedly
get feedback at least once a week.

3.

The results of a survey question on whether or not feedback helps

with job performance improvement are displayed in a pie chart. 77
persons answered the survey.
 Over half of the respondents believe that receiving feedback can
occasionally help them perform better at work. This is indicated by
the largest slice of the pie chart, "Sometimes" (58.4%).
 The "Yes, Always" slice (32.5%) indicates that a sizable portion of
respondents think feedback is beneficial every time.
 The two lowest slices, "Never" (1.3%) and "Rarely" (7.8%), indicate
that a tiny portion of respondents believe that receiving feedback will
never or seldom help them perform better at work.
According to the pie chart, the majority of respondents (90.9%)
believe that feedback can help them perform better at work at least
slightly.

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4.

The findings of a poll asking respondents what kind of feedback they

prefer receiving are displayed in the pie chart. The survey received
responses from 77 persons in total.
 The greatest slice, designated "Specific, actionable feedback"
(41.6%), indicates that more than 40% of respondents selected this as
their preferred kind of feedback.
 More than 30% of respondents preferred positive reinforcement, as
indicated by the slice with the label "Positive reinforcement" (31.2%).
 A fifth of respondents prefer constructive criticism, according to the
slice with the title "Constructive criticism" (20.7%).
 The lowest slice, denoted "Other (please specify)" (6.5%), indicates
that a minority of participants indicated in the survey that they
preferred a different kind of feedback.
Overall, the pie chart indicates that 41.6% of respondents said they
preferred input that was detailed and useful.

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5.

The degree of comfort in providing feedback to managers or

coworkers is depicted in the pie chart. Among the 77 responders:
 Extremely comfortable (46.8%): Nearly 50% of participants expressed
a high degree of comfort when providing feedback.
 Comfortable enough (31.2%): A little over thirty percent of those
surveyed indicated they feel moderately at ease providing feedback.
 Inconvenient (10.4%) or Uncomfortable (11.6%): About 22% of those
surveyed stated that they don't feel extremely comfortable or at ease
providing feedback.
According to the pie chart, nearly half of respondents feel comfortable
providing comments to managers or other employees.
6.

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 The pie chart illustrates the relationship between feedback and
performance motivation. Below is a summary of the survey's findings:
 Enhances drive (67.5%): The largest slice demonstrates that most
respondents said receiving feedback boosts motivation.
 Uncertain (10.4%): A tiny percentage of participants expressed
uncertainty regarding the impact of comments on motivation.
 Reduces motivation (18.2%): According to nearly one-fifth of
participants, receiving feedback lowers motivation.
 No impact (4.9%). Just a small portion of respondents claimed that
motivation is unaffected by feedback.

7.

The pie graphic illustrates how respondents feel feedback influences

team performance and collaboration. The outcomes are broken down
as follows:
 Enhances communication (45.5%): According to almost half of the
participants, feedback enhances communication.
 Improves teamwork (32.5%): More than one-third of respondents said
that receiving feedback improves teamwork.
 Handles disputes (15.6%): A lesser percentage thinks that giving
feedback can help settle disputes.
 Alternative (6.5%): A tiny portion of respondents mentioned other,
not covered by the study, ways that feedback fosters teamwork and
achievement.

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8.

Based on a poll of 77 people, the pie chart you supplied illustrates the
difficulties people have while providing or receiving feedback.

 45.5% of respondents cited unclear expectations as the largest issue.

This could indicate that people are unsure of what kind of feedback is
beneficial or that they are uncomfortable providing feedback because
they are unsure of what the recipient expects.
 At 19.5%, fear of conflict ranks as the second most significant
obstacle. This implies that some people are concerned that providing
or getting feedback could result in conflict.
 For 27.3% of responders, the issue is a lack of time or opportunity.
This may be the result of people's lack of opportunity at work to
provide or receive feedback, or it may be the result of their being too
busy to do so.
 At 7.8%, the lowest portion of the pie chart is labelled "Other." This
indicates that a tiny percentage of respondents mentioned a particular
difficulty they had providing or receiving feedback.

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9.

The feedback preferences of people are displayed in the pie chart that
you gave. Among the 77 responders:
In-person feedback is preferred by nearly one-third of the respondents
(27.3%).
 Through email (23.4%): More than one-fifth of the participants
choose email for feedback.
 Other methods (45.5%): The majority of participants favored other
approaches not included in the poll.
10.

The pie chart illustrates the relationship between feedback and job
satisfaction based on 77 respondents.

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  The largest slice (66.2%) suggests that the majority of respondents
think receiving feedback improves job satisfaction.
 Tinier portions of the pie chart reveal that 15.6% of respondents
claimed feedback had no effect, 10.4% claimed it lowers satisfaction,
and 7.8% were unsure.

11.

Based on a poll of 77 people, the pie chart illustrates the

enhancements that respondents recommended for their organization's
feedback process.
 "Other (please specify)" represents the greatest slice (40.3%),
indicating that many respondents had suggestions that went beyond
the ones that were provided.
 Of the responders, 28.6% wanted feedback sessions to occur more
frequently.
A suggestion for clearer feedback communication came from 24.7%
of the participants.
With only 6.5% of responders, training on providing and accepting
feedback was the least popular recommendation.

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12.

According to a survey of 77 people, the pie chart illustrates how

feedback aids individuals in establishing and accomplishing their
professional goals.
 The largest percentage (50.6%) suggests that most individuals think
that advice is provided by feedback.
 Smaller pie chart slices reveal that 24.7% of respondents stated
feedback helps them stay motivated, 20.8% said it makes expectations
clear, and 4.9% said other factors not included in the poll were
helpful.
13.

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 Based on a poll of 77 respondents, the pie chart illustrates whether
respondents think the feedback they receive is in line with their
professional goals.
 The majority of respondents feel that the input they receive is
somewhat in line with their professional goals, according to the
largest slice of data (59.7%).
 A smaller portion (31.2%) stated that all of the responses was in
agreement.
 Of the remaining respondents, 5.2% stated that the feedback is
completely out of alignment, and 3.9% indicated they were unsure.

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References:

Websites:
 Khemani, M. S. (n.d.). Beekaylon. Retrieved from Beekaylon spining
values: https://www.beekaylon.com/
Research papers:
 https://ajmjournal.com/HTML_Papers/Asian%20Journal%20of
%20Management__PID__2017-8-4-5.html
 https://ijcrt.org/papers/IJCRT2105860.pdf
 https://www.researchgate.net/profile/Tatjana-Mamula-Nikolic/publication/
343152520_The_Role_of_Feedback_as_a_Management_Tool_in_Performa
nce_Management_Program/links/5f1c4f9192851cd5fa455734/The-Role-of-
Feedback-as-a-Management-Tool-in-Performance-Management-
Program.pdf?
origin=publication_detail&_tp=eyJjb250ZXh0Ijp7ImZpcnN0UGFnZSI6InB
1YmxpY2F0aW9uIiwicGFnZSI6InB1YmxpY2F0aW9uRG93bmxvYWQiL
CJwcmV2aW91c1BhZ2UiOiJwdWJsaWNhdGlvbiJ9fQ
 https://www.eurchembull.com/uploads/paper/
ca5443342a4e47a43e76eed56d32818c.pdf
 https://www.researchgate.net/profile/Naresh-Sen-2/publication/
321310320_The_Role_of_Feedback_in_Employee_Performance_Improvem
ent/links/5a1bf1234585155c26ae11dd/The-Role-of-Feedback-in-Employee-
Performance-Improvement.pdf?
origin=publication_detail&_tp=eyJjb250ZXh0Ijp7ImZpcnN0UGFnZSI6InB
1YmxpY2F0aW9uIiwicGFnZSI6InB1YmxpY2F0aW9uRG93bmxvYWQiL
CJwcmV2aW91c1BhZ2UiOiJwdWJsaWNhdGlvbiJ9fQ

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