Therefore, the purpose of this study is to explore whether, why, and when assessment orientation, a motivational factor from the perspective of individual self-regulation, influences employees’ negative feedback-seeking behavior.įeedback-seeking in nature is an individual’s self-regulation process that involves evaluating themselves based on others’ information ( Anseel et al., 2007 Ashford et al., 2016). Moreover, although a few exceptions explored the antecedents of negative feedback-seeking from a relational perspective, such as high-quality leader–member ( Chen et al., 2007 Chun et al., 2018), it is still unclear whether motivational-related factors spark employees to seek negative feedback. Existing research on feedback-seeking has exclusively focused on frequency, approach, and source of feedback-seeking (e.g., Ashford et al., 2003, 2016 Anseel et al., 2015). However, literature that paid attention to negative feedback-seeking is very small. (2017) also called for research about employee feedback-seeking pay more attention to the nature of feedback (negative or positive), which help us to understand feedback-seeking behavior more clearly and reduce the blurs of research results of the relationship between feedback-seeking and its related factors. Existing studies have shown that negative feedback can increase job performance, leader effectiveness, and recipient creativity ( Gong et al., 2017 Chun et al., 2018 Kim and Kim, 2020). Negative feedback has the functions of diagnosis and development ( Ashford and Tsui, 1991 Moss et al., 2003), which can help employees understand their inadequacies in organizational tasks and adjust their works accordingly ( Ashford et al., 2003). Negative feedback-seeking refers to “employee’s report of his or her information seeking regarding areas that he or she underperforms” ( Gong et al., 2017, p. Ashford and Tsui (1991) point that the feedback information that employees seek can be negative or positive according to its nature. Feedback seeking is a kind of proactive behavior that has been recommended to improve employees’ job performance ( Ashford, 1986 Ashford and Tsui, 1991 Lam et al., 2017 Ashford et al., 2018). These results enrich the literature on feedback-seeking and regulatory mode and are useful for increasing employee negative feedback-seeking behavior in the organization.Īs organizations are faced with a dynamic and uncertain environment, specifically resulting from the outbreak and continuous spread of Coronavirus disease 2019, it is of vital importance to encourage employees’ proactive behavior. Moreover, the positive effect of assessment orientation on self-criticism and the positive indirect effect of assessment orientation on negative feedback-seeking via self-criticism are both stronger when participative leadership is higher. ![]() Results from a two-wave lagged survey study obtained from 216 Chinese employees suggested that assessment orientation is positively correlated with negative feedback-seeking via the mediating role of self-criticism. Drawing from the regulatory mode theory, we propose that assessment orientation could increase negative feedback-seeking by triggering individual self-criticism and participative leadership could enhance this effect. Negative feedback plays an important role in employee performance improvement, yet little research has specifically examined the motivational factor that drives employees to seek negative feedback. ![]()
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