Proactive Feedback Seeking Research Articles

Personality, Behavior, and Performance of Platform Workers: Evidence from Vietnam

Purpose - Based on personality - job fit theory (Kristof-Brown, 2006) and social exchange theory (Blau, 2017) we explaine evidence of the relationship between proactive personality, proactive feedback seeking behavior, and the job performance of platform workers. We also examine the moderating role of perceived organizational support in relationship between proactive personality and feedback seeking behavior and job autonomy as a moderating role between the proactive feedback seeking behavior and job performance of platform workers.
 Design/Methodology/Approach - This study follows structural equation modeling following a partial least square method on a sample group of 171 platform workers selected by convenient random sampling techniques and analyzed by SmarlPLS 4.0 to test research hypotheses. 
 Findings - Research findings show that proactive personality plays an important role in promoting proactive behavior seeking feedback and job performance, and affirms the positive moderating role of perceived platform support between feedback seeking behavior and proactive personality. The study also confirmed that proactive feedback seeking behavior has a direct and indirect impact on the performance of platform workers, and this relationship is further strengthened in conditions of highly autonomous work. 
 Research Implications - Some implications of human resource management on digital labor platforms are also proposed to improve the efficiency of human resource management.

Proactive feedback seeking has a positive effect on career adaptability

We examined the impact of feedback seeking, including feedback inquiry and monitoring, on career adaptability via the mediator of supervisor feedback environment and the moderator of person–organization fit (P–O fit). Participants were 415 full-time employees in China, who completed the research measures in 3 waves each spaced 3 months apart. The results revealed that supervisor feedback environment mediated the relationship between feedback seeking and career adaptability, and that the effect of feedback inquiry and feedback monitoring on the supervisor feedback environment was moderated by P–O fit. The positive effect of feedback inquiry and feedback monitoring on career adaptability was significant only when P–O fit was poor (vs. good). Supervisors should encourage employees to seek feedback and organizations could also design training sessions to improve employee career adaptability, promote employee performance, and facilitate career development.

Seeking Feedback while Female: The Image Risks of Proactive Feedback Seeking

For nearly three decades, researchers have investigated a myriad of proactive behaviors in organizations, including feedback seeking. In general, feedback seeking and other forms of proactive behav...

Signaling trustworthiness: The effect of leader humor on feedback-seeking behavior

ABSTRACTGiven its capacity to cultivate a range of positive outcomes in the workplace, humor has been recognized as a valuable tool for leadership purposes. However, the theoretical understanding of leader humor remains relatively limited and the mechanism through which it influences follower outcomes has not been clearly identified. Drawing on signaling theory, we developed and empirically tested a model which delineates the relationship between leader humor and a specific follower behavior – proactive feedback seeking. We collected data from 304 employees and their respective leaders working in a large Canadian retail organization. Results of our analyses indicate that leader humor can impact subordinate feedback-seeking behavior via its influence on subordinates’ affect-based and cognition-based trust in the leader.

Shifting focus: Antecedents and outcomes of proactive feedback seeking from peers

Are there benefits to seeking feedback from peers, or is it not worth the time and effort as employees sometimes believe? If there are benefits, does it matter in teams both with and without formal supervisors, and what contextual conditions facilitate such seeking? These questions motivate the current research. Based on the theoretical differences between peers and supervisors as targets of feedback seeking, we adopt a cost-value perspective to examine whether task interdependence and psychological safety affect the seeking of feedback from peers in a team. We also assess whether such seeking creates value for the seeker him-/herself (by having a cross-source effect on the supervisor’s evaluations) and for the collective (by impacting the team’s creativity). We test these ideas in two studies. In a sample of 209 employee-supervisor dyads (Study 1), we find that employees seek more peer feedback when tasks are interdependent, especially when they perceive their working environment as psychologically safe, and that supervisors view employees who seek more peer feedback as better team contributors. Then, in a longitudinal sample of 88 self-managed MBA consulting teams (Study 2), we find that the average level of peer feedback seeking in a team enhances the team’s creativity. Our findings highlight the power of seeking feedback from peers as well as the context factors shaping it.

Transformational Leadership and Leader Proactive Feedback-Seeking Behavior

Previous studies have tended to focus on the transformation of subordinates’ motivations and self-concepts in an effort to explain transformational leadership effectiveness. Yet, transformational l...

Proactive Postsales Service: When and why does it Pay Off?

Proactive postsales service (PPS) refers to a supplier taking the initiative to contact a customer to provide service after a sale is complete. It is argued that PPS leads to faster delivery of service to a broader cross-section of customers than customer-initiated postsales service, or reactive postsales service. The authors argue that mental frames of customers and suppliers engaged in PPS are more positive and open than mental frames of those engaged in customer-initiated service. On the basis of nine focus groups with 94 managers in both business-to-business and business-to-consumer settings, the authors propose three main dimensions of PPS: (1) proactive prevention, (2) proactive education, and (3) proactive feedback seeking. They argue that PPS leads not only to favorable customer-level outcomes (e.g., customer satisfaction) but also to favorable supplier-level outcomes (e.g., greater innovativeness, new product success rate). The authors propose that the value of PPS varies depending on the product's life-cycle stage, its transaction extensiveness, and network externality. In addition, the value of PPS varies depending on a customer's usage intensity, openness to experience, and market mavenism. Some key challenges with PPS pertain to implementation issues, such as privacy intrusion, expectation escalation, user identification, and contact routinization. If neglected, these can result in PPS leading to negative rather than positive outcomes. The authors develop guidelines for addressing these challenges and implementing PPS effectively in both business-to-business and business-to-consumer contexts.

Proactive feedback seeking: The instrumental use of the information environment

This paper presents a field test of several hypotheses concerning proactive feedback seeking behaviour (FSB). The hypotheses are derived from the general assertion that feedback is a valuable individual resource. As such, feedback is hypothesized to be subject to active seeking behaviour by individuals. Feedback seeking is proposed as an instrumental response of employees attempting to achieve their goals within an evaluative context. Hypotheses relating such seeking to both personal (length of tenure, job involvement and tolerance for ambiguity) and organizational (contingency uncertainty and role ambiguity) variables are formulated and tested. Role ambiguity, contingency uncertainty, tenure within the organization and job involvement were found to predict FSB. The relationships between both role ambiguity and contingency uncertainty and proactive FSB were found to be moderated by an individual's ability to tolerate ambiguity.