Abstract
Drawing from achievement-goal theory and the social psychological literature on help seeking, we propose that it is the variance in the logic underpinning employees' help seeking that explains divergent findings regarding the relationship between help seeking and task performance. Using a sample of 110 newly hired customer contact employees, a prospective study design, and archival performance data, we found no evidence of a hypothesized main effect of help seeking on performance. However, we did find that the help seeking-performance relationship was conditioned by the degree to which help seekers endorse 2 alternative help-seeking logics (autonomous vs. dependent logic) such that the level of help seeking is more strongly related to performance among those either more strongly endorsing an autonomous help-seeking logic or more weakly endorsing a dependent help-seeking logic.
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