An integrated model of feedback-seeking behavior: disposition, context, and cognition

The role of other orientation in team selection and anticipated performance

Purpose

The purpose of this paper is to understand how the individual difference of other orientation affects the rational calculation between team input and anticipated performance.

Design/methodology/approach

Data were collected from 222 junior and senior level undergraduate business students. Of those students, 176 chose to take a scheduled exam as a team endeavour. Individuals were the unit of analysis in order to determine the individuals' motivation for working in teams. Other orientation was measured using the Comparative Emphasis Scale (CES). Students were asked to report their anticipated exam grade and anticipated total team hours studied. Hierarchical regression analysis was used to determine the main effects and moderation.

Findings

Other orientation moderated the relationship between the decision to take an exam with a teammate and anticipated performance. Other orientation also moderated the relationship between the anticipated amount of effort studying and anticipated performance. In both situations, business students with higher levels of other orientation calculated the rational cost‐benefit relationship less than business students with lower levels of other orientation.

Practical implications

The findings will help educators and managers understand the process by which individuals prefer to work in teams and the perceptions of increased performance when working in a team.

Originality/value

The study extends the theoretical application of other orientation into the team performance context. The moderating effect of other orientation on the relationship between team input and performance has been studied for the first time and is documented in this paper.

A validation study of goal orientations and self-efficacy scales

The aim of the current study was to investigate the validity and reliability of goal orientation and self-efficacy scales. The scales were administered to 264 university students (154 from engineering departments, 110 from business administration). Two samples were used. In the first sample, the original factor model was tested with confirmatory factor analysis. In the second sample, the Turkish versions of the scales were factor analyzed. Principal components analysis resulted in three components for the Goal Orientation scale: Learning goal orientation, Performance-prove goal orientation, and Performance-avoid goal orientation. The Self-efficacy scale had one factor as expected. Cronbach's alpha coefficients were satisfactory. The results did not fully support the use of current Turkish versions of the scales. Results of the studies are discussed along with the strengths and limitations of the study and suggestions for further development of the scales.

The Mediating Role of Feedback Avoidance Behavior in the LMX—Performance Relationship

The literature on leader—member exchange theory (LMX) has consistently demonstrated the positive relationship between member perceptions of the quality of their relationship with the leader and member performance. The process through which relationship quality influences member performance, however, is still not fully understood.The present study provides an explanatory mechanism for this process. Specifically, feedback avoiding behavior, a feedback management strategy used by poor performers to minimize exposure to negative feedback from their leaders, fully mediates the relationship between LMX and member performance. Implications for theory and practice are discussed.

The Feedback-Seeking Personality: Big Five and Feedback-Seeking Behavior

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.

Who wants feedback? An investigation of the variables influencing residents' feedback-seeking behavior in relation to night shifts

PURPOSE

The literature on feedback in clinical medical education has predominantly treated trainees as passive recipients. Past research has focused on how clinical supervisors can use feedback to improve a trainee's performance. On the basis of research in social and organizational psychology, the authors reconceptualized residents as active seekers of feedback. They investigated what individual and situational variables influence residents' feedback-seeking behavior on night shifts.

METHOD

Early in 2008, the authors sent obstetrics-gynecology residents in the Netherlands--both those in their first two years of graduate training and those gaining experience between undergraduate and graduate training--a questionnaire that assessed four predictor variables (learning and performance goal orientation, and instrumental and supportive leadership), two mediator variables (perceived feedback benefits and costs), and two outcome variables (frequency of feedback inquiry and monitoring). They used structural equation modeling software to test a hypothesized model of relationships between variables.

RESULTS

The response rate was 76.5%. Results showed that residents who perceive more feedback benefits report a higher frequency of feedback inquiry and monitoring. More perceived feedback costs result mainly in more feedback monitoring. Residents with a higher learning goal orientation perceive more feedback benefits and fewer costs. Residents with a higher performance goal orientation perceive more feedback costs. Supportive physicians lead residents to perceive more feedback benefits and fewer costs.

CONCLUSIONS

This study showed that some residents actively seek feedback. Residents' feedback-seeking behavior partially depends on attending physicians' supervisory style. Residents' goal orientations influence their perceptions of the benefits and costs of feedback-seeking.

An Examination of Strategies for Encouraging Feedback Interest After Career Assessment

This study examines how feedback interest after career assessment can be influenced by changing individuals’ beliefs about the importance and modifiability of the various performance dimensions. In an experiment, 82 master students completed a computerized assessment tool developed for assessing managerial potential. Results showed that participants in the experimental condition were more interested in feedback about important dimensions as opposed to unimportant dimensions and were more interested in feedback about nonmodifiable dimensions as opposed to modifiable dimensions. These findings might assist career counselors and organizations in designing strategies that direct feedback interest toward performance dimensions that are most important for their clients’ career or that are most valued in their organization.

A meta-analytic examination of the goal orientation nomological net

The authors present an empirical review of the literature concerning trait and state goal orientation (GO). Three dimensions of GO were examined: learning, prove performance, and avoid performance along with presumed antecedents and proximal and distal consequences of these dimensions. Antecedent variables included cognitive ability, implicit theory of intelligence, need for achievement, self-esteem, general self-efficacy, and the Big Five personality characteristics. Proximal consequences included state GO, task-specific self-efficacy, self-set goal level, learning strategies, feedback seeking, and state anxiety. Distal consequences included learning, academic performance, task performance, and job performance. Generally speaking, learning GO was positively correlated, avoid performance GO was negatively correlated, and prove performance GO was uncorrelated with these variables. Consistent with theory, state GO tended to have stronger relationships with the distal consequences than did trait GO. Finally, using a meta-correlation matrix, the authors found that trait GO predicted job performance above and beyond cognitive ability and personality. These results demonstrate the value of GO to organizational researchers.

Leader-member exchange and member performance: A new look at individual-level negative feedback-seeking behavior and team-level empowerment climate

From a basis in social exchange theory, the authors investigated whether, and how, negative feedback-seeking behavior and a team empowerment climate affect the relationship between leader-member exchange (LMX) and member performance. Results showed that subordinates' negative feedback-seeking behavior mediated the relationship between LMX and both objective and subjective in-role performance. In addition, the level of a team's empowerment climate was positively related to subordinates' own sense of empowerment, which in turn negatively moderated the effects of LMX on negative feedback-seeking behavior.

Self-regulation: from goal orientation to job performance

The authors investigated the effects on job performance of 3 forms of goal orientation and 4 self-regulation (SR) tactics. In a longitudinal field study with salespeople, learning and performance-prove goal orientation predicted subsequent sales performance, whereas performance-avoid goal orientation negatively predicted sales performance. The SR tactics functioned as mediating variables between learning and performance-prove goal orientations and performance. Social competence and proactive behavior directly and positively predicted sales performance, and emotional control negatively predicted performance.

A covariance structure analysis of employees' response to performance feedback

This longitudinal study used D. R. Ilgen, C. D. Fisher, and M. S. Taylor's (1979) feedback process model as a theoretical framework to determine whether a sequential chain of cognitive variables mediates an individual's response to performance feedback. One hundred two employees were surveyed 2 weeks after their performance appraisal, and performance was assessed 11 months later at the end of the review cycle. Covariance structure analysis supported the convergent and discriminant validity of the constructs underlying the model and the constellation of structural relationships. A set of cognitive variables was found to completely mediate the relationship between an individual's receipt and response to feedback. Implications for the feedback process and future research are discussed.

Work Motivation Theory and Research at the Dawn of the Twenty-First Century

In the first Annual Review of Psychology chapter since 1977 devoted exclusively to work motivation, we examine progress made in theory and research on needs, traits, values, cognition, and affect as well as three bodies of literature dealing with the context of motivation: national culture, job design, and models of person-environment fit. We focus primarily on work reported between 1993 and 2003, concluding that goal-setting, social cognitive, and organizational justice theories are the three most important approaches to work motivation to appear in the last 30 years. We reach 10 generally positive conclusions regarding predicting, understanding, and influencing work motivation in the new millennium.

A Motivated Action Theory Account of Goal Orientation

Rapid organizational change is increasing the pressure on employees to continually update their skills and adapt their behavior to new organizational realities. Goal orientation is a promising motivational construct that may explain why some individuals adapt to change better. Unfortunately, the current goal orientation literature is in a state of conceptual and methodological disarray. This presentation reviews the goal orientation literature and identifies numerous conceptual ambiguities, including definitional inconsistencies, dimensional inconsistencies, and inconsistencies in the conceptualization of stability. These conceptual ambiguities result in a confusing array of goal orientation measures and manipulations and ultimately an incoherent empirical database. A dynamic self-regulation model of goal orientation, termed motivated action theory, is presented to integrate the various conceptual perspectives and to provide guidelines for future goal orientation research.