A Feedback Environment-Role Clarity Model of Job Performance

Whitaker, Brian G.; Dahling, Jason J.

doi:10.1037/e518612013-547

Cited by 17 publications

(23 citation statements)

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“…Increased feedback‐seeking behaviour and augmented motivation to use feedback and modify performance have also been noted 53 54. Additionally, as was perceived by the residents in this study, positive effects on job satisfaction and career motivation, increased commitment and decreased absenteeism have been noted 52 55–58. This study suggests that workplace culture could certainly be adapted to be more feedback‐friendly.…”

Section: Discussionsupporting

confidence: 62%

Perceptions of the feedback process: a case study of veterinary residents and supervisors

2020

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BackgroundAppraisal of resident clinical performance is critical during training. The most common method for this is feedback to residents based on impressions of supervising clinicians. How effective these practices are for veterinary residents remains unknown. This study focused on establishing perceptions of veterinary residents and supervisors regarding the feedback process.MethodsA qualitative case study format was chosen to investigate the perceptions and experiences within a well-developed residency programme. The study cohort consisted of veterinary residents and supervisors from the same specialties. Qualitative data were collected through individual semistructured interviews continuing iteratively until theoretical saturation was reached (14 in total).ResultsMismatches in resident and supervisor perceptions were evident regarding positive feedback delivery and the importance of dialogue. The nature of the resident/supervisor relationship and the efficacy of feedback were closely interlinked. The development of a feedback-friendly culture would be beneficial. Residents perceived that feedback on teaching was lacking. Milestones were perceived to be lacking.ConclusionThe results highlight a need for change away from the ‘no news is good news’ culture. Development of training workshops, formation of closer relationships between supervisors and residents, and a transition to competency-based education may be necessary.

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Section: Discussionsupporting

confidence: 62%

Perceptions of the feedback process: a case study of veterinary residents and supervisors

2020

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“…A supportive feedback environment heightens the instrumental value of seeking feedback (Bose & Gijselaers, 2013; Dahling, O’Malley, & Chau, 2015). Supervisors should not only welcome newcomers who solicit feedback but also promote this proactive behavior, as supervisors’ promotion of feedback seeking is a strong predictor of FSB frequency (Steelman, Levy, & Snell, 2004; Whitaker, Dahling, & Levy, 2007). Supervisors ought to be aware that by promoting the use of feedback seeking, they indirectly facilitate newcomers’ social acceptance and loyalty to the organization.…”

Section: Discussionmentioning

confidence: 99%

“…Supervisors ought to be aware that by promoting the use of feedback seeking, they indirectly facilitate newcomers’ social acceptance and loyalty to the organization. Organizations may develop a feedback culture in which individuals continuously solicit feedback to foster development and performance, and enhance commitment (London & Smither, 2002; Steelman et al., 2004; Whitaker et al., 2007).…”

Section: Discussionmentioning

confidence: 99%

A Dynamic Model of the Effects of Feedback-Seeking Behavior and Organizational Commitment on Newcomer Turnover

Vandenberghe

Landry²,

Bentein

et al. 2019

Journal of Management

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Theory and conventional wisdom suggest that progressive reduction of feedback-seeking behavior (FSB) during entry is indicative of work adjustment. We argue that a downside of this process is that newcomers' social integration and acculturation may be weakened. This suggests declining levels of FSB may result in decreased organizational commitment across time and ultimately greater turnover likelihood. These predictions were examined in two longitudinal studies (Study 1: N = 158; Study 2: N = 170) among newcomers. In both studies, FSB by supervisor inquiry was found to decline across time, and the decrease in FSB preceded a steeper decline in affective organizational commitment. In Study 1, the decline of commitment also resulted in a steeper decrease in FSB. Study 2 further found the decline in commitment to mediate the relationship between the decrease in FSB and increased turnover intention. Finally, increased turnover intention mediated the relationship between the decline in commitment and increased turnover the following year. Bridging research on FSB and organizational commitment, these findings shed new light on the influence of the dynamics of FSB on newcomer turnover.

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“…Feedback‐seeking behaviour is a self‐regulation strategy, used by employees in all industries and at all company levels, ranging from residents in health care (Teunissen et al, ) to CEOs in multinationals (Gupta et al, ). Creating a feedback‐rich work environment has repeatedly been suggested as one of the preferential strategies to weaken the negative effects of role ambiguity on well‐being and satisfaction (Eatough et al, ; Whitaker et al, ). Indeed, several studies have shown that in the face of increasing role stressors, job feedback provided by colleagues or supervisors acts as a buffer to dampen the negative effects of increasing job demands on experienced vigor and intense, positive work‐related feelings (for an overview, see Bakker, ).…”

Section: Understanding the Dynamic Nature Of Entrepreneurial Passionmentioning

confidence: 99%

When Passion Fades: Disentangling the Temporal Dynamics of Entrepreneurial Passion for Founding

Collewaert

Anseel

Crommelinck

et al. 2016

J Management Studies

121

126

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This study examines how and why entrepreneurial passion for founding changes over time. In particular, we propose that in the founding phase of a venture's lifecycle entrepreneurs' founding identity centrality will remain stable over time. We also propose, however, that in our sample and time period studied, entrepreneurs' intense positive feelings for founding will decrease over time. On the basis of theories of positive illusion, selfregulation and role theory, we further hypothesize that venture idea change, change in role ambiguity and entrepreneurs' feedback-seeking behaviour are factors that help explain the rate of change in entrepreneurs' intense positive feelings for founding. Using a three-wave longitudinal research design, we find that among a sample of 112 entrepreneurs' identity centrality does not change over time, whereas intense positive feelings for founding decrease over time. Moreover, the more entrepreneurs change their venture ideas, the weaker their decrease in intense positive feelings. Further, we show that entrepreneurs who frequently seek feedback suffer less from reduced positive feelings in response to higher increases in role ambiguity as compared to entrepreneurs who seek less feedback.

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A Feedback Environment-Role Clarity Model of Job Performance

Cited by 17 publications

References 0 publications

Perceptions of the feedback process: a case study of veterinary residents and supervisors

Perceptions of the feedback process: a case study of veterinary residents and supervisors

A Dynamic Model of the Effects of Feedback-Seeking Behavior and Organizational Commitment on Newcomer Turnover

When Passion Fades: Disentangling the Temporal Dynamics of Entrepreneurial Passion for Founding

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