Effects of Feedback Seeking Behavior on Supervisor Perceptions: Examining the Interaction of Seeking Frequency With Supervisor Implicit Person Theory and Feedback Orientation

Abstract

Feedback seeking is an essential process for employees to improve performance and clarify expectations (Renn & Fedor, 2001; Ashford & Tsui, 199). Certain factors such as ego and image defense limit feedback seeking in the workplace due to avoidance of negative outcomes (Ashford & Cummings, 1983), however we know less about whether feedback seeking does lead to actual negative outcomes for the employee (Ashford, De Stobbeleir, & Nujella, 2016). The current study examines the existence of actual costs to the seeker for seeking more frequently and adds to the literature by examining whether supervisor individual differences are related to perceptions of seeking behavior, namely implicit person theory and feedback orientation. With a sample of 275 adult supervisors recruited from Mturk, the current study measured participants on these individual differences and assessed perceptions of a fictional employee who either sought feedback with high or low frequency. The employee was rated on a selection of performance potential outcomes related to promotability, expectations of future performance, willingness to mentor, and candidacy for career development opportunities. Findings suggest there is a cost associated with seeking feedback at a higher frequency which manifests as a decrease in perceptions of confidence in the employee. Additionally, this perception of lower confidence from seeking feedback could contribute to more significant downstream outcomes such as expectations of lower quality performance and lower likelihood of being promoted. By understanding more about individuals’ perceptions of feedback seeking behavior, we may train supervisors how to be more receptive of different feedback seeking behavior. This could assist in fostering a performance improvement environment that ultimately improves organizational performance.