In the education context, feedback is referred as the information provided to individuals based on their performance which reflects the adequacy, quantity, and quality of teaching performance. Feedback needs to be channeled in an encouraging organization environment. Therefore, feedback environment is created to provide space for the workers to obtain information on their performance in order to correct their weaknesses and increase their potential. Now more emphasis is given to the development of organizational environment that supports the feedback interaction process in the organization. An increasing number of parties have agreed that coaching is the most effective mechanism to deal with personal change and daily learning. It is found that the transformational leaders would influence subordinates to improve their motivation and loyalty to the organization by explaining their expectation as well as the standard set by the organization. Accordingly, feedback environment has been identified as a major focus in influencing coaching communication. Coaching communication also can be summarized as the leader’s behavior towards the followers in order to improve their performance through a two-way interaction. Feedback environment provides coaching atmosphere occurs effectively and enable the response occurred during the coaching process. Thus, the feedback environment shaped by employers’ perception of employees predicted might influence the effectiveness of coaching communication.

1. THE INFLUENCE OF FEEDBACK ENVIRONMENT ON COACHING COMMUNICATION
LING YING LEH & ABDUL GHANI KANESAN ABDULLAH
Universiti Sains Malaysia
7th International Conference on
University Learning and Teaching 2014

2. INTRODUCTION
Feedback should be given in a manner that will best help improve performance.
Feedback is incredibly important to individuals and teams. They want to know what they are doing well and where they need to develop. Sadly, leaders are often poor at giving feedback or worse still, don’t give it at all.

3. INTRODUCTION
Why you need feedback?
Tells you what you did well.
Tells you what was good about your performance.
Tells you what you did not so well.
Tells you how you could improve that performance.

4. INTRODUCTION
What is feedbackin education context?
The information provided to individuals based on their performancewhich reflects the adequacy, quantityor qualityof teaching performance.

5. INTRODUCTION
A leader who equipped with a lot of leadership skills BUTfailed to respond to his followers effectively ...
The vision, talent and competence between the leader and followers will not be linked in reality.
The working relationship could not be developedto clarify the expectations towards his followers (Wanberg & Kammeyer-Mueller, 2000).

6. INTRODUCTION
Previous studies have found that individuals in the organization are ACTIVEfeedback seekers from their leader (Ashford, Blatt, & VandeWalle, 2003) and found that feedback leaves moderate effect on performance (Kluger & DeNisi, 1996).
BUT... The study discovered that more than 38% of the effect obtained is negative.
Feedback mechanism is still not understood as expected.

7. FEEDBACK ENVIRONMENT
NOWmore emphasis is given to the development of the organization environment that supports the feedback interaction process in the organization.
Employees in an encouraging feedback environment will be motivated to use feedback, more satisfied with the responses given and receive feedback more frequently (Steelman, Levy, & Snell, 2004) and having relationship with the high job satisfaction (Anseel & Lievens, 2007).
So, a more COMPREHENSIVEunderstanding of the environmental feedback is needed to get the picture of the feedback intervention and reconstructing of an organization.

8. FEEDBACK ENVIRONMENT
Definition:
Daily feedback process for leader-follower and the followers of other than formal feedback sessions conducted for performance evaluation (Steelmanet al., 2004).
Global assessment of feedback environment made by focusing on employee perceptions about
The sources CREDIBILITY
The feedback QUALITY
Feedback DELIVERY
FAVORABLE feedback
UNFAVORABLE feedback
Source AVAILABILITY
PROMOTING feedback seeking

9. Sources Credibility
Refer to the
Feedback source expertise
Knowledge of the response of the recipient towards job requirements, knowledge of performance, and the ability to accurately assess performance.
Trustworthiness
The belief of individuals to source of feedback and accuracy of information on a given performance.

10. Feedback Quality
Feedback given to the employees must be consistentand usefulin order to make individuals who receive it will use it.
Consistent across time, specific, and are seen as more useful than the feedback of low quality.

11. Feedback Delivery
According to Aguinis, Gottfredson, and Joo (2012), delivering feedback need to adopt more constructive approach on the strength of workers and not based on their mistakes.
Organizational support for the work environment must be created taking into account the skills and knowledge of the employees but not just talent alone in delivering effective feedback to improve individuals performance.

12. Favorable Feedback
The frequency of positive feedback such as a compliment.
Considered valuable if it helps individual to achieve their target (improve their performance).

13. Unfavorable Feedback
A negative feedback frequency such as expressions of displeasure and the curse of the leader and/or co-workers.
Reminders and awareness if the leader found that the standards set by the organization and work expectations are not achieved.

14. Source Availability
Due to the formal performance appraisals generally run once a year only, the employees should refer to the daily updates at work informally.
Refer to the frequency of contact between leaders and /or colleagues to get the feedback.

15. Promoting Feedback Seeking
Depends on what extent the leader encourages the followers look for feedback including positive support, mutual trust, respect for the ideas of employees, and consider their feelings (Steelman et al., 2004).

16. COACHING COMMUNICATION
Why employees do not do what they are supposed to do? (Fournies, 1999)
They do not know what should be done by them
They do not know how to do
They do not know why they should do it
they think that they’re doing it (lack of feedback)

17. COACHING COMMUNICATION
Analysis found there is a GAPbetween employers and subordinates in modern organizations today.
Suggested coaching presented as practical within the organization to correct the gap of communiation between employers and employees (Fournies, 1999; Folkman, 2006).

18. COACHING COMMUNICATION
The coaching appears in the field of management in the 1950s.
The earliest definition of coaching introduced by Mace(1950) as an effective management tool used to guide and develops workers.

19. COACHING COMMUNICATION
Coaching...
The most effective mechanism to deal with personal change and learning every day to enhance the potential of individuals (Devine, Meyers, & Houssemand, 2013; Whitmore, 2009).
The process of growing professional development and a place among the organizations (Jarvis, 2004).
A support structure based on close interpersonal relationships leading to learning and development potential in context of changing (Evered & Selman, 1989).

20. COACHING COMMUNICATION
Three basic elements in coaching behavior identified by Heslin, VandeWalle, and Latham (2006):
Guidance
Communication about expectations for the performance of clear and constructive feedback on performance and job improvement.
Facilitation
Helping employees to analyze and explore problems- solving and strengthen their performance.
Inspiration
Challenges of the employees to recognize and develop their potential.

21. COACHING COMMUNICATION
Definition:
The leader’s behavior towards the followers to improve performance through a two-way interaction with changing the goals into reality through the use of several options available before performing an action by mutual agreement.

22. INFLUENCE ON FEEDBACK ENVIRONMENT ON COACHING COMMUNICATION
Within encouraging and positive feedback environment, employees through coaching will receive and solicit feedback catered daily between the leader and employees to improve job performance, especially when there is a gap between how employees see themselves and how others view the behavior of employees (Folkman, 2006).
Feedback environment provides coaching atmosphere occurs effectively and specifically affecting the characteristics of the feedback process within coaching is happening.

23. INFLUENCE ON FEEDBACK ENVIRONMENT ON COACHING COMMUNICATION
The continuous feedback function rather than seasonal through coaching communication will help the workers to distinguish between what is important and what is urgent (McCarthy & Ahrens, 2011) especially to monitor employees so that they are always on the right career track and respond constructively.
Thus, the feedback environment shaped by employers’ according to the perception of employees predicted might influence the effectiveness of coaching communication.

24. CONCLUSION
In education context, coaching plays the role to support the development of students, educators, school leaders, and education institution involved and foster a learning culture.
Leaders should play a coach role for the development of his followers so that the process of coaching transfer can be achieved.
Coaching transfer –the application of knowledge, skills, attitutes and characteristics of other quality that has been acquired by an individual in the coaching process into the workplace.
Need to be done in two-way coaching communication process to help, encourage, and support to develop their talents and potential of individuals.

25. CONCLUSION
The coaching transfer more likely to occur in organizations with logistics support for coaching communication.
Thus, the existence of positive feedback environment in creating a workplace environment that cause employees to meet performance expectations, but to exceed the expected performance and to improve the feedback seeking behavior among the followers should be established in every organization.