The Impact of Culture on Feedback-Seeking Behavior: An Integrated Model and Propositions

We empirically explored the impact of feedback seeking, including feedback inquiry and monitoring, on the coworker feedback environment via coworker identification. Participants were 264 employees who worked in research and development, design, and technology sectors of industrial enterprises in China. The results indicated that feedback monitoring, feedback inquiry, and coworker identification were all positively related to the coworker feedback environment after controlling for the effects of demographic variables. Further, coworker identification fully mediated the relationship between feedback inquiry/monitoring and the coworker feedback environment. Our findings expand understanding of the feedback loop by bridging the gap between coworker feedback seeking and the coworker feedback environment. We recommend that coworkers encourage employees' feedback-seeking behavior so that the workplace feedback environment motivates them to ask for the help they need to work independently.

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The Impact of Feedback Diagnosticity and Performance Expectations on Feedback Seeking Behavior

Human Performance ◽

10.1207/s15327043hup0504_1 ◽

1992 ◽

Vol 5 (4) ◽

pp. 251-264 ◽

Cited By ~ 29

Author(s):

Elizabeth Wolfe Morrison ◽

L.L. Cummings

Keyword(s):

Feedback Seeking ◽

Performance Expectations ◽

Seeking Behavior ◽

And Performance ◽

The Impact

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The Impact of Goals and Pay on Feedback-Seeking Behavior

The Psychological Record ◽

10.1007/s40732-014-0031-1 ◽

2014 ◽

Vol 64 (2) ◽

pp. 217-232 ◽

Cited By ~ 3

Author(s):

Julie M. Slowiak ◽

Ashley Nuetzman

Keyword(s):

Feedback Seeking ◽

Seeking Behavior ◽

The Impact

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The impact of future time orientation on employees’ feedback-seeking behavior from supervisors and co-workers: The mediating role of psychological ownership

Journal of Management & Organization ◽

10.1017/jmo.2014.78 ◽

2015 ◽

Vol 21 (3) ◽

pp. 336-349 ◽

Cited By ~ 12

Author(s):

Jing Qian ◽

Xiaosong Lin ◽

Zhuo R. Han ◽

Bowen Tian ◽

George Z. Chen ◽

...

Keyword(s):

Positive Influence ◽

Time Orientation ◽

Psychological Ownership ◽

Feedback Seeking ◽

Future Time ◽

Mediating Role ◽

Future Time Orientation ◽

Seeking Behavior ◽

The Impact ◽

The Relationship

AbstractFuture time orientation is essential if an employee is to be motivated to conduct activities that generate long-term rather than immediate gain, and which may involve risk. Given that feedback seeking requires the employee to slow down and seek input, it is surprising that little is known about the relationship between future time orientation and feedback seeking. Drawing upon psychological ownership theory and construal-level theory, we hypothesized a positive influence of future time orientation on feedback seeking from various sources (i.e., supervisors and co-workers). We also hypothesized job-based psychological ownership as a newly identified motive of feedback seeking and employed it to explain how future time orientation exerts influences. Tested with data from a sample of 228 subordinate–supervisor dyads from China, the results revealed that (1) future time orientation was positively related to feedback seeking from supervisors and co-workers and (2) job-based psychology ownership mediated the relationship between future time orientation and feedback seeking.

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Multilevel social predictors of employee feedback-seeking behavior: A cost–benefit perspective

Social Behavior and Personality An International Journal ◽

10.2224/sbp.7977 ◽

2019 ◽

Vol 47 (2) ◽

pp. 1-11

Author(s):

Sun Young Sung ◽

Young Won Rhee ◽

Jae Eun Lee ◽

Jin Nam Choi ◽

Hye Jung Yoon

Keyword(s):

Work Teams ◽

Cost Benefit ◽

Social Characteristics ◽

Work Team ◽

Feedback Seeking ◽

Social Predictors ◽

Team Members ◽

Seeking Behavior ◽

Or Team ◽

The Impact

In this study, we examined the two distinct dimensions of feedback-seeking behavior (FSB), namely, feedback-seeking frequency and feedback-seeking breadth. We focused on work team properties and team members’ social characteristics, and identified the multilevel social contextual predictors for each FSB dimension in an organizational team setting. Participants were 187 employees in 45 work teams in various industries in South Korea. Results show that feedback-seeking frequency was significantly positively related to three individual or team characteristics (i.e., emotional competence, team reflexivity, and task interdependence), but feedback-seeking breadth was significantly positively related to only one dimension, team reflexivity. Our findings provide an understanding of the multilevel emergent process of FSB in work teams, and the impact of the multilevel antecedents on the two FSB dimensions. Theoretical and practical implications are discussed.

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