Abstract
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.
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