Frontline Employee Feedback-Seeking Behavior: How Is It Formed and When Does It Matter?

Abstract

This research comprises two studies that extend the literature on the proactive behavior of feedback seeking. Study 1 uses crosssectional data from frontline employees across 51 apparel stores to examine how feedback seeking is formed and under what conditions. The results suggest that the development of feedback-seeking behavior is contingent on a feedback-seeking climate and the relationship between an employee and his or her supervisor. Study 2 uses longitudinal data collected across three time periods from multiple respondents (i.e., frontline employees and managers) not only to replicate the findings from Study 1 but also to explore when feedback seeking matters. The findings reveal that managers should target employees who are less (vs. more) satisfied with their jobs because such employees perceive more instrumental value from feedback as a means to improve customer service and sales performance. The findings from this research provide insights that managers can use to increase feedback-seeking behavior from employees and effectively identify and manage the conditions under which feedback seeking will occur to greater or lesser degrees.

I’ve got an idea! Exploring the antecedents of suggestion sharing in consumer services

“…Prior research has studied factors that influence when firm employees, including front-line employees, seek feedback from their supervisors in an effort to better adapt their behaviors to match those that will help them achieve desired goals (Ashford, 1986; VandeWalle et al , 2000; Auh et al , 2019). In many front-line employee and customer service contexts, employees are either trained, or are motivated by potential rewards, to solicit feedback from customers (to ask “Is there anything else that I can help you with today?” or “How could we serve you better?”).…”

Building Customer Loyalty in Intercultural Service Encounters: The Role of Service Employees’ Cultural Intelligence

“…In emerging-market settings often characterized by collectivist cultures, employees express a high need for socialization by using proactive tactics (e.g., feedback seeking, information seeking, relationship building), which could result in higher service quality and sales performance (Auh et al 2018; Menguc, Han, and Auh 2007). Applying these findings in ICSEs, we suggest that collectivist service employees are more engaged in dealing with cultural issues regarding socialization not only with their coworkers but also with customers in intercultural environments, leading to a stronger impact of emotional/motivational CQ on the PSQ–loyalty link.…”

The Influence Of Feedback Environment Towards Job Satisfaction In Tvet Education Organization

“…Organization should create an approachable channel which allows their employees to seek feedback including the negative feedback from their supervisors. Proactive and self-regulatory subordinates seeking feedback creates a better relax communications with their supervisors as reported by Auh et al (2018). Thus, getting a better-quality information which shift ownerships responsibility to the subordinates leading to better performance, job satisfaction and improved productivity.…”

“…It informs employees about their performance and behaviour in the team. Accordingly, the study of Auh, Menguc, Imer, and Uslu (2018) has proven that the feedback environment can lead to an improvement in individual's achievement, productivity, and workplace satisfaction in a more satisfactory. In the context of education, the feedback environment was also positively correlated with self-efficacy of teaching (Ling, Abdul Ghani, & Aziah, 2015) and student creativity (Ling, Fairuz, & Abdul Ghani, 2015).…”