Toward a Goal Orientation–Based Feedback-Seeking Typology: Implications for Employee Performance Outcomes

Yaping Gong*, Mo Wang, Jia Chi Huang, Sally S Y CHEUNG

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

38 Citations (Scopus)

Abstract

In this study, we conceptualized four types of feedback seeking about self and others (i.e., self-positive, self-negative, other-positive, and other-negative) based on their foci (i.e., self or peers) and nature (i.e., positive or negative), as derived from goal orientation theory. In a series of field studies, we found that these four types of feedback seeking were distinct from each other. A learning orientation was positively related to self-negative, self-positive, and other-positive feedback seeking. A performance-approach orientation was positively related to self-positive and other-negative feedback seeking. On further examining the performance impacts of the four types of feedback-seeking, we found that self-negative feedback seeking was positively related to job performance, role clarity, and social integration. Self-positive feedback seeking was negatively related, whereas other-positive feedback seeking was positively related to job performance.

Original languageEnglish
Pages (from-to)1234-1260
Number of pages27
JournalJournal of Management
Volume43
Issue number4
DOIs
Publication statusPublished - 1 Apr 2017

Scopus Subject Areas

  • Finance
  • Strategy and Management

User-Defined Keywords

  • feedback seeking
  • goal orientation

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