寻求反馈能改善绩效吗?——反馈寻求行为与个体绩效关系的元分析

利用元分析方法探讨反馈寻求行为(FSB)与个体绩效的关系以明确其能否改善个体绩效。共有62篇实证研究纳入元分析, 被试总人数达15141人。结果表明：反馈寻求行为与个体绩效呈中等程度正相关(r = 0.329), 且与创新绩效的关系(r = 0.409)强于关系绩效(r = 0.302)和任务绩效(r = 0.258); 询问式反馈寻求行为(Inquiry FSB)与个体绩效及其分维度绩效的关系均强于监控式反馈寻求行为(Monitoring FSB)。文化背景和数据收集方式调节了反馈寻求行为与个体绩效的关系, 该关系在东亚文化背景下(r = 0.393)和截面同源数据中(r = 0.433)最强, 且在纵向配对数据中仍显著正相关(r = 0.154), 充分说明反馈寻求行为能改善个体绩效; 反馈寻求行为的测量工具、反馈源、非自评绩效的主客观性和被试类型的调节效应不显著。研究结果为反馈寻求行为对个体绩效的预测提供了较精确的估计, 并为反馈寻求行为的后续研究指引了方向。     

When can feedback-seeking behavior result in a better performance rating? Investigating the moderating role of political skill

Feedback-seeking behavior is generally used to acquire job-related information that enables performance improvement. However, it can also be a form of impression management that improves an employee’s reputation. In this study, we show that employees who hold an image enhancement motive are more likely to seek feedback from their supervisors. Further, this feedback-seeking behavior mediates the relationship between the image enhancement motive and task performance ratings, consistent with the self-concept enhancing tactician (SCENT) model. However, we additionally incorporate socioanalytic theory to demonstrate that this indirect effect is moderated: the image enhancement motive translates into greater feedback-seeking behavior and task performance ratings only for employees with high political skill, who are capable of acting on their image enhancement motive successfully.     

个体反馈寻求的基础和模式

目标定向作为未来时间洞察力的主要内容,其反馈寻求的结构已引起人格心理学家的重视。感知到的代价和价值构成了反馈寻求的基础,而反馈寻求的频率、方法、类型、时机、来源和征兆等构成了个体反馈寻求的主体成分。对这些成分的探讨有助于我们理解反馈寻求与目标获得之间的关系。     

The influence of motives and goal orientation on feedback seeking

This study examined the relationships between feedback seeking, goal orientation, performance and four motives which, though generally considered to underlie the feedback seeking process, have not previously been measured comprehensively. Both the likelihood and the number of instances of feedback seeking were measured in two samples (employees and students) in association with perceived or selfassessed above- and below-average performance. Self-assessed performance was a major predictor of feedback seeking; also influential were goal orientation and the goal orientation-performance interaction. Increased feedback seeking was associated with the desire for useful information motive, and reduced feedback seeking with the ego defence and defensive impression management motives. The desire for useful information motive mediated the influence of performance-prove goal orientation for employees, and that of a learning goal orientation for students.     

Proactivity with image in mind: How employee and manager characteristics affect evaluations of proactive behaviours

This paper investigates image cost as a potential downside of proactivity. Drawing on attribution theory, we examine how people construct subjective evaluations of one manifestation of proactivity, feedback‐seeking behaviour. Using a scenario methodology, we examined how employees' performance history, their manager's implicit person theory (IPT), and the frequency of their feedback‐seeking affect how managers evaluate employees' feedback seeking. Results indicate that manager attribute average performers' feedback seeking significantly less to performance‐enhancement motives than superior performers' seeking. Results further show that the frequency of feedback seeking and a manager's IPT interact in influencing managers' attributions for feedback seeking, with more entity oriented managers attributing frequent feedback seeking significantly more to impression‐management motives than infrequent feedback requests. These results highlight the importance of not only the instrumental benefits of employee proactivity, but also its potential costs.     

Recherche de feedback et performance au travail : l’effet modérateur des orientations vers les objectifs

This paper examines the relationship between the search for positive and negative feedback and job performance, as rated by supervisors, as a function of employees’ goal orientations (learning, performance, and avoidance). Based on a study among 197 employees from various industries, the relationship between the search for positive feedback and job performance was found to be stronger and positive when either learning, performance, or avoidance goal orientation was high, revealing the effects consistently favorable of positive feedback. In contrast, the search for negative feedback exerted a negative effect on job performance among employees who held a high performance goal orientation. We discuss the implications of these findings for our understanding of the effects of feedback-seeking behavior on job performance.     

Allure of negative feedback: self-verification strivings among depressed persons.

We propose that people with negative self-views are rejected because they gravitate to partners who view them unfavorably. In relation to nondepressed college students (n = 28), depressives (n = 13) preferred interaction partners who evaluated them unfavorably (Study 1). Similarly, in relation to nondepressives (n = 106), depressives (n = 10) preferred friends or dating partners who evaluated them unfavorably (Study 2). Dysphorics (n = 6) were more inclined to seek unfavorable feedback from their roommates than were nondepressives (n = 16); feedback-seeking activities of dysphorics were also associated with later rejection (Study 3). Finally, people with negative self-views (n = 37) preferentially solicited unfavorable feedback, although receiving such feedback made them unhappy, in comparison with people with positive self-views (n = 42; Study 4). It seems a desire for self-verification compels people with negative self-views to seek unfavorable appraisals.     

Dual pathways of emotional competence towards incremental and radical creativity: resource caravans through feedback-seeking frequency and breadth

ABSTRACT

This study examined how employees’ emotional competence predicts feedback-seeking behaviour (FSB) and consequently incremental and radical creativity on the basis of conservation of resource (COR) theory. We posit that emotional competence enhances the two types of creativity by generating resource caravans through distinct patterns of FSB. Our analysis based on the data collected from 206 employees from 85 work teams revealed that emotional competence has a significant indirect effect on the incremental creativity of team members, as rated by leaders, through frequent feedback seeking. Emotional competence also exhibited a considerable direct effect on radical creativity. In addition, emotional competence predicted source variety, namely, feedback-seeking breadth, which in turn contributed to radical creativity. This study offers new and useful theoretical and practical insights regarding the different types of creativity in the workplace by employing COR theory and the resource caravan perspective.     

Resolving Conflicts Among Self-Evaluative Motives: Positive Experiences as a Resource for Overcoming Defensiveness

The present research investigates how undergoing a negative or positive experience subsequently influences feedback seeking regarding self-attributes varying in self-relevance. Participants were offered feedback from earlier testing regarding their assets or liabilities for attaining various personal goals (general life goals or specific careers). Overall, self-relevance of a goal increased interest in both assets- and liabilities-focused feedback regarding that goal. As predicted, however, the effect of self-relevance depended on whether participants initially failed or succeeded on an unrelated task. Specifically, after failure, the self-relevance of a goal was more likely to increase interest in assets-focused feedback than interest in liabilities-focused feedback. In contrast, after success, the self-relevance of a goal was equally or more likely to increase interest in liabilities-focused feedback than interest in assets-focused feedback. These results suggest that undergoing a positive or negative experience subsequently influences the relative weight of ego-defensive and self-assessment motives in feedback-seeking decisions.     

Cognition- and Affect-Based Trust and Feedback-Seeking Behavior: The Roles of Value,Cost, and Goal Orientations

We examined how subordinates’ cognition- and affect-based trust in supervisors influences their feedback-seeking behavior (FSB) by considering the different cost/value perception of FSB and goal orientation (i.e., learning and performance goal orientations). Using data from 194 supervisor-subordinate dyads in South Korea, we conducted multiple regression analyses to test our hypotheses. The results showed that, whereas subordinates’ cognition-based trust in supervisors positively influenced their FSB through increasing the perceived value of feedback received from supervisors, their affect-based trust in supervisors positively influenced their FSB through decreasing the perceived value of FSB. Additionally, we found that, when subordinates had high levels of learning goal orientation, the increasing influence of cognition-based trust on the value of feedback was stronger; in contrast, when subordinates had low levels of performance goal orientation, the decreasing influence of affect-based trust on the cost of FSB was stronger. The theoretical and practical implications, limitations, and suggestions for future research were discussed.     

Cultural Differences in the Motivation to Seek Performance Feedback: A Comparative Policy-Capturing Study

We examined differences in the motivation to directly seek performance feedback between Canadian (n?=?72) and Chinese (n?=?64) participants using a policy-capturing methodology. Results generally support the premise that the motivation to seek performance feedback varies as a function of national culture. Compared to Canadians, image-defense motivation was more predictive of (a) the importance placed on feedback source, and (b) whether feedback is sought in public, for feedback-seeking decisions among Chinese participants. Ego-defense motivation was more predictive of the importance placed on feedback valence for feedback-seeking decisions among Canadian participants than among those from China. We discuss the implications of the study findings and consider future research directions.     

CAN MULTI-SOURCE FEEDBACK CHANGE PERCEPTIONS OF GOAL ACCOMPLISHMENT,SELF-EVALUATIONS,AND PERFORMANCE-RELATED OUTCOMES? THEORY-BASED APPLICATIONS AND DIRECTIONS FOR RESEARCH

Multi-source feedback extends traditional performance appraisal by collecting information from subordinates, peers, supervisors, and customers. Ratees often receive the results along with normative data and self-ratings. This paper explores how multi-source feedback goes beyond traditional performance appraisal by providing ratees with comparative information. Focusing on person perception and information processing dynamics, this paper develops a model and associated propositions to explain the effects of multi-source feedback on perceptions of goal accomplishment, re-evaluation of self-image, and changes in outcomes such as goals, development, behavior, and performance. Moderators of relationships between the major components in the model include individual difference variables (self-image, feedback seeking, self-monitoring, task-specific self-efficacy, and impression management) and situational conditions (the content and process of multi-source feedback and organizational performance standards). Issues of research and practice intended to improve understanding and effectiveness of multi-source feedback are discussed.     

Receipt of negative feedback is related to increased negative feedback seeking among individuals with depressive symptoms

In recent years, numerous studies have demonstrated a link between positive and negative feedback seeking by depressed individuals, interpersonal rejection, and depression chronicity. Nonetheless, many of the specific interpersonal patterns underlying these links have yet to be clearly specified. One important lingering question concerns how depressed individuals respond to negative evaluation or feedback from others, because continued negative feedback seeking could place depressed people at risk for further rejection and continuation/exacerbation of depressive symptoms. Two studies were conducted to investigate the influence of negative feedback provisions from others on the feedback seeking behaviors of individuals with depressive symptoms. The results from Study 1 indicated an increased tendency to seek negative feedback among depressive individuals in association with an independent negative evaluation by their college roommates. Using a sample of newlywed couples, Study 2 extended this finding by demonstrating that, when directly provided with negative feedback from their spouses, individuals with depressive symptomatology actively sought further negative feedback, while those without such symptoms did not. Together, the results from these studies suggest that depressed individuals are likely to respond to negative evaluation and feedback from others with behaviors that could place them at risk for further rejection and continuing, if not worsening problems with depression.     

When Does Job Insecurity Lead to Feedback-Seeking Behavior? The Counterintuitive Moderating Role of Perceived Organizational Support

A competitive business environment makes organizations increasingly dependent on their employees to proactively seek feedback aimed at improving job performance and requires organizations to frequently engage in restructuring activities that may cause employees to experience job insecurity. This poses an important theoretical puzzle regarding the relationship between job insecurity and feedback-seeking behavior. This study clarifies this relationship by addressing the moderating role of perceived organizational support and provides a mechanism that explains the mechanism behind the moderating process. This study builds a mediated moderating model by drawing from the uncertainty reduction and social exchange theories. By analyzing data collected from 567 employees of manufacturing enterprises in China, we find that the relationship between job insecurity and feedback-seeking behavior is negative under conditions of high perceived organizational support and is positive under conditions of low perceived organizational support. Collectivism value can mediate the moderating role of perceived organizational support.     

Leader-member exchange and member performance: a new look at individual-level negative feedback-seeking behavior and team-level empowerment climate

From a basis in social exchange theory, the authors investigated whether, and how, negative feedback-seeking behavior and a team empowerment climate affect the relationship between leader-member exchange (LMX) and member performance. Results showed that subordinates' negative feedback-seeking behavior mediated the relationship between LMX and both objective and subjective in-role performance. In addition, the level of a team's empowerment climate was positively related to subordinates' own sense of empowerment, which in turn negatively moderated the effects of LMX on negative feedback-seeking behavior.     

An integrated model of feedback-seeking behavior: disposition, context, and cognition

This study replicates, integrates, and extends prior research on the dispositional, contextual, and cognitive antecedents of feedback-seeking behavior. Regression analysis was used to analyze data collected from a sample of salespeople (N = 310) from 2 Fortune 500 companies. The study hypotheses were supported with the following results. First, the individual disposition of learning goal orientation and the contextual factors of leader consideration and leader initiation of structure influenced cognitions about the perceived cost and value of feedback seeking. Second, the strength of the relationship of learning goal orientation with the cost and value perceptions was moderated by the leadership style of the supervisor.     

Adult attachment and feedback‐seeking patterns in relationships and work

Adults with different attachment orientations rely on different areas of life to maintain self‐views. This paper reports two studies that examine the link between attachment and feedback‐seeking patterns in interpersonal and competence‐related domains. Participants in Study 1 imagined receiving feedback from a friend. Participants in Study 2 completed dyadic tasks and were promised feedback from interpersonal‐ and competence‐relevant sources. Across both studies, secure individuals consistently chose the most positive feedback. Individuals high in attachment avoidance sought negative feedback over positive, although dismissing‐avoidant individuals sought positive hypothetical feedback about autonomy. Study 2 further suggested that highly avoidant individuals were more open to negative feedback than positive feedback and than were secure individuals. Moreover, individuals high in attachment anxiety failed to seek positive interpersonal feedback but pursued interpersonal over competence feedback. Results highlight the role of feedback‐seeking in maintenance of positive or negative self‐views for adults with different attachment orientations. Copyright © 2009 John Wiley & Sons, Ltd.     

Help Seeking: Effects of Visibility of Task Performance and Seeking Help

This study manipulated independently whether help seeking and task performance were public or private, since in public settings persons may lose esteem by seeking help or by demonstrating unsuccessful performance. Subjects were given false feedback that they were doing poorly on a task involving judging levels of neuroticism in others, and were given all opportunity to seek help by consulting a set of guidelines. The main result was an interaction with help seeking most likely when task performance was public and help seeking was private.     

The Relationship Between Uncertainty and Desire for Feedback: A Test of Competing Hypotheses1

The relationship between uncertainty and desire for feedback was investigated in 2 studies. Results of Study 1 showed support for a curvilinear relationship. People were interested in feedback at high and low levels of uncertainty, as opposed to moderate levels of uncertainty, indicating the activation of both uncertainty reduction and self‐verification motives. In Study 2, the curvilinear relationship with uncertainty was replicated for indirect feedback‐seeking behavior. In contrast, we found a negative relationship between direct feedback seeking and uncertainty, moderated by certainty orientation. People seemed more motivated by self‐verification vs. uncertainty reduction strivings, depending on their certainty orientation. These findings suggest that the relationship between uncertainty and desire for feedback is less simple than previously thought.     

A Curvilinear Relationship Between Work Engagement and Job Performance: the Roles of Feedback-Seeking Behavior and Personal Resources

Drawing from conservation of resources theory, this study examines the curvilinear relationship between employees’ work engagement and their job performance; the authors also hypothesize that employees’ feedback-seeking behavior is a pertinent boundary condition that mitigates this curvilinear relationship. Personal resources likely mediate the work engagement–job performance relationship too. Data gathered from 190 employees and their supervisors in Ukraine (study 1) and from 171 employees and their supervisors in Pakistan (study 2) reveal that although work engagement enhances job performance, the effect occurs at a declining rate as work engagement increases. Feedback-seeking behavior moderates this curvilinear relationship, so the decline in the rate at which work engagement enhances job performance is mitigated by higher levels of feedback-seeking behavior. Furthermore, after controlling for the role of feedback-seeking behavior, the curvilinear effect of work engagement on job performance is mediated by personal resources (i.e., self-efficacy, optimism, and resilience). These findings have significant implications for research and practice.