Situational and Individual Determinants of Feedback Seeking: A Closer Look at the Process

The present study investigated the effects of situational (the feedback seeking context) and individual (public self-consciousness and self-esteem) determinants on the feedback seeking process (cf. Ashford & Northcraft, 1992; Northcraft & Ashford, 1990). A model was developed based on past research and theory (Ashford & Cummings, 1983; Larson, 1989; Morrison & Bies, 1991) which attempts to explicate how both situational and individual variables fit into this complicated process. Multiple measures of the seeking process were used to further our understanding in this area. Individuals′ intent to seek feedback, feedback seeking frequency, and the tendency to reconsider and modify their initial intentions were measured behaviorally over time. The importance of each of these variables was empirically demonstrated through the use of a computerized scheduling task on which individuals had the opportunity to request feedback. The results provide new insight into the feedback seeking process and have widespread organizational implications. Some new directions for feedback seeking research are also suggested.     

Self‐Supervisor Agreement: The Influence of Feedback Seeking on the Relationship Between Self and Supervisor Ratings of Performance1

Self‐assessment research has continued to search for those factors that increase self‐other rating agreement. The current field study investigated the feedback‐seeking strategies (i. e., monitoring and inquiry) used by 125 employees to obtain performance information, as well as the relationship between feedback‐seeking strategy use and self‐supervisor performance‐rating agreement. Results indicate that the frequency of monitoring reported by employees significantly moderated the relationship between self and supervisor ratings of performance. Individuals who reported higher levels of feedback seeking through monitoring were more likely to have self‐assessments that were congruent with their supervisors' ratings of performance.     

Conveying more (or less) than we realize: The role of impression-management in feedback-seeking

This paper reports two studies concerning impression management, impression formation, and feedback-seeking. Study 1 demonstrated that people seek less feedback when being observed and respond to situational norms regarding the appropriate frequency of seeking. However, Study 2 showed that when an individual has a superior performance history, seeking enhances observers' impressions of the seeker's personal characteristics and performance potential in the organization. The implications of these findings for feedback-seeking and the provision of feedback in organizations are discussed.     

Self‐Construals,Motivation, and Feedback‐Seeking Behaviors

The current study explores the relations between individualism, motivation, and feedback‐seeking behaviors. Specifically, we examined how three motivational factors (i.e., status‐striving, achievement‐striving, and affiliation‐striving) mediated or moderated the relations between individualism and feedback‐seeking behaviors. Data were collected from 154 Singaporean undergraduate students across two time periods. Results indicated that only status motivation mediates the individualism–feedback‐seeking relation. Affiliation was found to moderate that same relation but only for a specific subset of feedback‐seeking behaviors. The implications of these findings for performance management and development are discussed.     

Testing multiple motives in feedback seeking: The interaction of instrumentality and self protection motives

Research indicates that information received from feedback seeking is valuable for both individual and organizational outcomes. Previous research examining the feedback seeking process has consistently suggested that individual's feedback behaviors are directly influenced by three motives. Specifically, individuals are instrumentally motivated to obtain valued information but are also motivated to protect and/or enhance their ego and to protect others' impressions of them (Ashford, Blatt and VandeWalle, 2003). The current study simultaneously examined these motives by testing the interactive effects of them on feedback seeking behavior. As predicted, they did significantly interact and the results present a deeper understanding of these motives and how employees weigh various factors in deciding whether to seek feedback within the organization.     

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.     

Predicting workplace aggression: a meta-analysis

The authors conducted a meta-analysis of 57 empirical studies (59 samples) concerning enacted workplace aggression to answer 3 research questions. First, what are the individual and situational predictors of interpersonal and organizational aggression? Second, within interpersonal aggression, are there different predictors of supervisor- and coworker-targeted aggression? Third, what are the relative contributions of individual (i.e., trait anger, negative affectivity, and biological sex) and situational (i.e., injustice, job dissatisfaction, interpersonal conflict, situational constraints, and poor leadership) factors in explaining interpersonal and organizational aggression? Results show that both individual and situational factors predict aggression and that the pattern of predictors is target specific. Implications for future research are discussed.     

Test anxiety and evaluation threat: Children's behavior in the classroom

Children differing in test anxiety level were observed in two art classes, one immediately preceding a classroom examination, the other when no examination was expected. The observational analyses indicated the following: (a) When an examination was expected there were general increases both in children's task orientation and in their concern with other's evaluations, and a decrease in general activity level. It was suggested that future research examine the effects of additional situational variables on children's classroom behaviors, (b) Highly test-anxious children were generally hardworking and inactive. They reacted to examination expectancy with a decrease in task orientation, reduction in communications, and attentional constriction. Less anxious children reacted to examination expectancy by working harder, eliminating task-irrelevant behaviors, and seeking feedback. These results were interpreted as supporting a cognitive theory of test anxiety.This research was supported by Canada Council Grant No. S71-0272.     

Rivals without a cause? Relative performance feedback creates destructive competition despite aligned incentives

Whether people compete or cooperate with each other has consequences for their own performance and that of organizations. To explain why people compete or cooperate, previous research has focused on two main factors: situational outcome structures and personality types. Here, we propose that—above and beyond these two factors—situational cues, such as the format in which people receive feedback, strongly affect whether they act competitively, cooperatively, or individualistically. Results of a laboratory experiment support our theorizing: After receiving ranking feedback, both students and experienced managers treated group situations with cooperative outcome structures as competitive and were in consequence willing to forgo guaranteed financial gains to pursue a—financially irrelevant—better rank. Conversely, in dilemma situations, feedback based on the joint group outcome led to more cooperation than ranking feedback. Our study contributes to research on competition, cooperation, interdependence theory, forced ranking, and the design of information environments.     

Analysis of public verbal feedback as a staff management procedure

We evaluated public verbal feedback as a potentially effective and efficient means of improving institutional staff performance. Following baseline observations of the self-help training conducted by three groups of direct care staff with clients who had profound mental retardation, verbal feedback was presented publicly to individual staff during routine staff meetings. The feedback addressed the (in)frequency of the staffs training endeavors and required only a few minutes to present. Results indicated that each group of staff increased their client training when the public verbal feedback was provided. Probes of client self-help skills indicated that as the frequency of staff-conducted training increased, client skill acquisition improved. Generalization measures indicated that staff increased only those work behaviors for which they received feedback. Results are discussed regarding the efficiency of public verbal feedback as a means of improving staff performance, as well as the need for research to continue expanding and refining a technology of staff management.     

Influences on Newcomers' Adjustment Tactic Use

In recent years, organizational socialization research has focused increasingly on the tactics that newcomers use to guide their own adjustment. Various subsets of adjustment tactics have been studied, with minimal rationale as to why newcomers would use different behaviors. We present a typology for newcomer adjustment tactics, comprising opportunistic, self‐determined, and shared behaviors, to categorize and integrate all newcomer adjustment tactics identified to date. Next, we propose a model in which tactic use is a function of cost–benefit analyses – on performance, ego, and social dimensions – influenced by individual and contextual factors. This integrates the diverse literatures on socialization, adjustment, information seeking, feedback seeking, and coping. Integrating our initial tactics categorization and the cost–benefit model, we present a robust set of propositions that inform newcomers' perceptions and use of adjustment tactics. We conclude by presenting theoretical and practical implications for newcomer adjustment.     

INDIVIDUAL AND SITUATIONAL INFLUENCES ON THE DEVELOPMENT OF SELF-EFFICACY: IMPLICATIONS FOR TRAINING EFFECTIVENESS

We proposed a model that included individual and situational antecedents of self-efficacy development during training. Initial performance and self-efficacy levels, achievement motivation, and choice were examined as individual variables. Constraints, operationalized at both the individual and aggregate levels of analysis, were examined as situational influences. Mid-course efficacy was hypothesized to have positive linear relationships with training reactions and subsequent performance, and an interactive relationship with performance when training reactions were considered as a moderator. Survey data were gathered at two points in time from 215 students enrolled in 15 eight-week long university bowling classes. All of the hypothesized antecedents of mid-course self-efficacy were significant except aggregate and individual situational constraints, although both constraints related negatively to training reactions. Time 2 self-efficacy exhibited significant positive influences on training reactions and subsequent performance, but the hypothesized moderated relationship was not supported.     

网络建构行为的研究现状与展望

网络建构行为是指个体尝试与对自己工作或职业有(潜在)帮助的人建立和维护非正式关系的一系列行为。研究表明：人口统计学差异、个性差异(如工作动机)、环境差异(如职业安全)等能影响个体的网络建构行为; 网络建构行为能使个人(如职业成功)和组织获益(如组织绩效)。今后的研究需要进一步探讨：网络建构测量工具的完善、相关研究的拓展、网络建构行为的培训开发和网络建构的经济衡量等问题。     

领导者对员工主动行为的心理与行为反应

员工主动行为因有利于个人和组织的长远发展而受到学界和业界的广泛关注。以往的研究主要关注主动行为对员工本人的人际内影响,而较少考虑对领导者的人际间影响;同时,考虑到员工在领导过程中扮演的重要角色,对员工的主动行为如何影响领导的心理与行为反应做理论性整理将极大丰富对员工主动行为的认识。学界基于归因理论、内隐追随理论、自我-他人评价一致性理论等对上述自下而上的影响过程进行了初步探索,发现领导者对员工主动行为的态度评价和行为反应受到多重边界条件的影响。未来研究可具体化员工主动行为所诱发的领导者心理与行为反应,探索员工主动行为与领导方式的循环关系,以及深挖主动行为与绩效评价之间的内在机理。     

Seeking urgent pediatric treatment: factors contributing to frequency, delay, and appropriateness

The present study explored the factors that contribute to mothers' decisions to seek urgent medical attention for their children when symptoms are not of a traumatic nature. One hundred mothers seeking treatment for their children at a prepaid clinic completed a questionnaire eliciting their expectations regarding the course of their children's problems, seriousness of the problems, perceived responsibility for the symptoms, and extent to which a variety of factors contributed to their decisions to seek treatment. Demographic data and information about each child's symptoms and medical history were also obtained. Four major "reasons for seeking treatment" factors were identified: family history of the presenting complaint, worry regarding the symptoms, situational variables, and the extent of the child's illness behavior. The appropriateness of the visit, delay in seeking treatment, and frequency of mothers' use of the pediatric clinic were predicted by the nature of the presenting symptoms (particularly the presence of fever), the ages of the mother and child, and two of the reasons for seeking treatment factors (i.e., family history and child's illness behavior). The present study suggests that mothers pay more attention to presenting symptoms and to the children's behavior than to psychosocial stressors in deciding to seek urgent care.     

CAREER SELF-MANAGEMENT: A QUASI-EXPERIMENTAL ASSESSMENT OF THE EFFECTS OF A TRAINING INTERVENTION

A growing trend is to encourage employees to become actively involved in the management of their own careers. Career self-management, the degree to which one regularly gathers information and plans for career problem solving and decision making, includes two main behaviors: developmental feedback seeking and job mobility preparedness. Although career self-management training is a commonly used employer intervention to re-socialize individuals to increase their own career management activity, it is rarely rigorously evaluated. Relying on an expectancy theory framework, the goal of this study was to evaluate the general effects of career self-management training using a quasi-experimental design. Based on data from several hundred professionals at a major U.S. employer, the results showed formal training efforts were generally not successful in resocializing people to engage in career self-management activities, and when done as an isolated human resource strategy, decreased trainees' likelihood of engaging in career self-management behaviors. To the extent that Time 2 expectancy perceptions got worse, the results showed that an individual's attitudes toward feedback seeking mediated the relationship between the training intervention and the level of preparation for job mobility conducted 6-8 months following the training.     

Predicting Training and Job Performance for Transit Operators

Although considerable meta‐analytic research has validated the use of cognitive ability tests, structured interviews, and personality tests with training and job performance criteria, few studies have investigated the validity of these measures with transit operators. There are the only two single studies of concurrent validation research specifically with transit operators. This article presents the results of a predictive validation study conducted with transit operator applicants for a large urban transit authority in Canada. Key knowledge, skills, and abilities were determined for the role and used as a basis for the design and choice of predictors and criteria. Four predictors were used in the study: education, cognitive ability, personality assessment, and structured interview. Criteria included training performance (formative and summative), probationary performance, preventable accidents, and lost time injuries. Validation results supported cognitive ability, structured interview, and several personality factors as predictors of training performance, but less so for job performance. The use of formative training ratings greatly augmented the evidence supporting the predictors beyond typical organizational criteria.     

Understanding supervisor-targeted aggression: a within-person, between-jobs design

The authors investigated predictors of supervisor-targeted workplace aggression among 105 "moonlighters" (employed adults who work 2 jobs, each with a different supervisor), as a way of examining the relative role played by within-subject situational differences and between-subjects individual differences. Individual difference variables (self-esteem, history of aggression) explained a similar level of variance in aggression across both jobs, whereas situational factors (interactional injustice, abusive supervision) were job specific and explained proportionally more variance than did individual differences.     

深谋远虑:前瞻行为研究的回顾与展望

前瞻行为是一个自我发起、未来导向以及试图改变现状的积极行为,能够为个人与组织带来正面的影响.本文旨于回顾前瞻行为的本质、前导因素、动机历程以及结果效应,也特别回顾笔者近期针对前瞻行为所进行的研究.首先,关于前瞻一词可以从不同的角度进行理解,包括个别差异观点、行为观点与历程观点.由于过去文献多从行为观点进行研究,本文的回顾亦以行为观点为主轴.其次,本文逐一回顾目前文献所提出的三个关于促进前瞻行为的动机历程:能力、缘由与情绪.再者,笔者讨论各种能够促发前瞻行为的前导因素,包括个人因素、环境因素,以及两者间的交互作用如何影响前瞻行为的展现.笔者也基于过去的研究发现,总结前瞻行为所能导致的结果,包括工作态度与绩效.最后,在近期研究的介绍中,笔者介绍了三个根据个别差异的观点所进行的研究.此研究路线旨在了解人格特质对前瞻行为的影响,并且勾勒情境所扮演的调节效应.全文最终总结前瞻行为的研究现状,以及提出未来可能探索的研究方向.     

Multisource Feedback and Leaders' Goal Performance: Moderating effects of rating purpose,rater perspective,and performance dimension

The main purposes of this study are to examine whether multisource feedback ratings predict leaders' organizational goal performance, and whether the relationships are consistent across the two rating purposes (developmental, administrative), two leadership dimensions behaviors (Consideration, Initiating Structure), and three rating perspectives (supervisor, self, and ‘other’ raters, i.e., peers and subordinates). Leaders (n=396) in a large organization in the transportation industry participated in two multisource feedback programs, the first for developmental purposes and the second 8 months later for administrative purposes. Approximately 1 month later, they were rated by their supervisor on their effectiveness in attaining five organizational performance goals (financial, safety, customer satisfaction, employee satisfaction, diversity). Results revealed that both developmental ratings and administrative ratings uniquely predicted leaders' goal performance. However, both leadership dimension and rater perspective moderated these relationships. Leadership behaviors associated with Consideration were stronger predictors of goal performance for supervisor ratings, whereas behaviors associated with Initiating Structure were stronger predictors of goal performance for self and other ratings.