Abstract
In organisations, feedback about multiple performance dimensions is often available. Consequently, employees have to decide on which performance dimensions they will be seeking feedback. In a lab experiment 126 students indicated on which performance dimensions they wanted to receive feedback after completing a computerized in-basket task. Results showed that participants especially sought feedback about their best and most important performance dimensions. Individuals with a high learning goal orientation sought more feedback about their least important performance dimensions as compared to individuals with a low learning goal orientation. In general, results indicated that previous findings obtained in between-person studies of feedback seeking hold relatively well at a within-person level of analysis. The results of the current study illustrate how adopting a within-person perspective can broaden our understanding of the feedback-seeking process in organisations.
Highlights
IntroductionFeedback about multiple performance dimensions is often available. employees have to decide on which performance dimensions they will be seeking feedback
In organisations, feedback about multiple performance dimensions is often available
Feedback about several task performance dimensions is available and employees have to choose between the various performance dimensions when seeking feedback
Summary
Feedback about multiple performance dimensions is often available. employees have to decide on which performance dimensions they will be seeking feedback. Given the importance of employee feedback seeking in organisations, a wealth of studies have examined (a) individual dispositions such as self-effi-. Correspondence regarding this article can be sent to Frederik Anseel, Department of FEEDBACK SEEKING ABOUT TASK PERFORMANCE cacy, self-esteem, and goal orientation (e.g., Fedor, Rensvold, & Adams, 1992; Renn & Fedor, 2001; VandeWalle & Cummings, 1997) and (b) contextual factors such as the presence of significant others, leadership style, and cultural factors (e.g., Levy, Albright, Cawley, & Williams, 1995; Levy, Cober, & Miller, 2002; Morrison, Chen, & Salgado, 2004) in attempts to identify strategies for encouraging the frequency of feedback-seeking behaviour. Almost all empirical studies have relied on a between-person approach for studying the frequency of feedback-seeking behaviour (for noteworthy exceptions, see Morrison & Vancouver, 2000; Trope, Gervey, & Bolger, 2003; Vancouver & Morrison, 1995)
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