Abstract
This study examined the influence of the Big Five domains of personality on six combinations of feedback-seeking behavior. A survey was completed by 130 full-time employees and showed the following results: Neuroticism increased indirect inquiry from supervisors and direct and indirect inquiry from coworkers. Extraversion increased direct and indirect inquiry from supervisors. Openness to experience increased reflective appraisal from supervisors and coworkers. Conscientiousness increased direct inquiry from supervisors. Agreeableness did not influence any of the feedback-seeking combinations. The variability in feedback-seeking behavior explained by the Big Five ranged from 4.2% to 7.6%. Results of this study indicate that a person’s feedback-seeking behavior is partially attributable to his or her personality makeup.
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