Reflections on the Looking Glass: A Review of Research on Feedback-Seeking Behavior in Organizations

Ashford, Susan J.; Blatt, R.; Walle, D. V.

doi:10.1016/s0149-2063_03_00079-5

Cited by 336 publications

(598 citation statements)

References 88 publications

(263 reference statements)

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“…These findings conflict with prior research that has shown a negative relationship between performance-avoid orientation and reactions to negative feedback (VandeWalle, 2003;VandeWalle et al, 2001). One potential explanation for these conflicting findings concerns differences in feedback contexts (Ashford, Blatt, & VandeWalle, 2003).…”

Section: Discussioncontrasting

confidence: 85%

Reactions to skill assessment: The forgotten factor in explaining motivation to learn

Bell

Ford

2007

Human Resource Dev Quarterly

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This study examined the effects of trainees' reactions to skill assessment on their motivation to learn. A model was developed that suggests that two dimensions of trainees' assessment reactions -distributive justice and utility -influence training motivation and overall training effectiveness. The model was tested using a sample of individuals (N = 113) enrolled in a truck driving training program. Results revealed that trainees' who perceived higher levels of distributive justice and utility had higher motivation to learn. Training motivation was found to significantly predict several measures of training effectiveness. Trainees' performance on the pretraining assessment and trait goal orientation exhibited direct and interactive effects on their reactions to the skill assessment. Implications of these findings for future research on reactions to skill assessments are identified along with the practical implications for the design and conduct of training needs assessment.

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Section: Discussioncontrasting

confidence: 85%

Reactions to skill assessment: The forgotten factor in explaining motivation to learn

Bell

Ford

2007

Human Resource Dev Quarterly

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“…Individuals who seek feedback should overall perform more highly (Ashford, 1986;Ashford et al, 2003). Consistent with this, in a series of studies, Morrison (1993aMorrison ( , 1993b found a positive influence of proactive information seeking on individual performance.…”

Section: Individual-level Outcomes Of Proactivitymentioning

confidence: 61%

Proactive work behavior: Forward-thinking and change-oriented action in organizations.

Bindl

Parker

2011

APA Handbook of Industrial and Organizational Psychology, Vol 2: Selecting and Developing Members for the Organization.

304

380

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Proactive behavior at work is about making things happen. It involves self-initiated, anticipatory action aimed at changing either the situation or oneself. Examples include taking charge to improve work methods, proactive problem solving, using personal initiative, making i-deals, and proactive feedback seeking. In this chapter, we define proactive behavior and distinguish it from related concepts. We also identify higher-order categories of proactivity in the work place. We then summarize a model of the antecedents and outcomes of proactive behavior, as well as moderators of its effects on performance and other outcomes. We argue a review of this topic is timely given both academic developments and technological and social change occurring within the work place.

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“…Understanding what motivates such behaviors is important because these behaviors often have uncertain outcomes, and can involve image risks (Ashford, Blatt, & VandeWalle, 2003;Miller & Jablin, 1991) or ego risks (Ashford & Cummings, 1983). Proactive career behaviors also require individuals to prioritize future outcomes over short term benefits (Parker & Collins, 2009) and thus can be hard to justify in the present.…”

Section: Future Work Selves: How Salient Hoped-for Identities Motivatmentioning

confidence: 99%

Future work selves: How salient hoped-for identities motivate proactive career behaviors.

Strauss¹,

Griffin²,

Parker³

2012

Journal of Applied Psychology

464

615

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Copyright and reuse:The Warwick Research Archive Portal (WRAP) makes the work of researchers of the University of Warwick available open access under the following conditions. Copyright © and all moral rights to the version of the paper presented here belong to the individual author(s) and/or other copyright owners. To the extent reasonable and practicable the material made available in WRAP has been checked for eligibility before being made available.Copies of full items can be used for personal research or study, educational, or not-forprofit purposes without prior permission or charge. Provided that the authors, title and full bibliographic details are credited, a hyperlink and/or URL is given for the original metadata page and the content is not changed in any way. Publisher's statement:© APA and Journal of Applied Psychology. "This article may not exactly replicate the final version published in the APA journal. It is not the copy of record." http://dx.doi.org/10.1037/a0026423 A note on versions:The version presented here may differ from the published version or, version of record, if you wish to cite this item you are advised to consult the publisher's version. Please see the 'permanent WRAP url' above for details on accessing the published version and note that access may require a subscription. Acknowledgements. We are grateful to Adam Grant, Otilia Obodaru, and Heather Vough for their useful comments on an earlier version of this manuscript. 2 FUTURE WORK SELVES: HOW SALIENT HOPED-FOR IDENTITIES MOTIVATE PROACTIVE CAREER BEHAVIORSA Future Work Self refers to an individual"s representation of himself or herself in the future that reflects his or her hopes and aspirations in relation to work. The clearer and more accessible this representation, the more salient the Future Work Self. An initial study with two samples (N = 397; N = 103) showed that Future Work Self salience was distinct from established career concepts and positively related to individuals" proactive career behavior. A follow up longitudinal analysis, Study 2 (N = 53), demonstrated that Future Work Selves salience had a lagged effect on proactive career behavior. In Study 3 (N = 233), we considered the role of elaboration, a further attribute of a Future Work Self, and showed that elaboration motivated proactive career behavior only when Future Work Self salience was also high. Together the studies suggest the power of future work selves as a motivational resource for proactive career behavior. 3 FUTURE WORK SELVES: HOW SALIENT HOPED-FOR IDENTITIES MOTIVATE PROACTIVE CAREER BEHAVIORSThe future is not a result of choices among alternative paths offered by the present, but a place that is created -created first in the mind and will, created next in activity. The future is not some place we are going to, but one we are creating. The paths are not to be found, but made, and the activity of making them changes both the maker and the destination. John Homer SchaarHistorically, individuals" career management and development were considered to be t...

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Reflections on the Looking Glass: A Review of Research on Feedback-Seeking Behavior in Organizations

Cited by 336 publications

References 88 publications

Reactions to skill assessment: The forgotten factor in explaining motivation to learn

Reactions to skill assessment: The forgotten factor in explaining motivation to learn

Proactive work behavior: Forward-thinking and change-oriented action in organizations.

Future work selves: How salient hoped-for identities motivate proactive career behaviors.

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