The Relationship Between Uncertainty and Desire for Feedback: A Test of Competing Hypotheses¹

Abstract

The relationship between uncertainty and desire for feedback was investigated in 2 studies. Results of Study 1 showed support for a curvilinear relationship. People were interested in feedback at high and low levels of uncertainty, as opposed to moderate levels of uncertainty, indicating the activation of both uncertainty reduction and self-verification motives. In Study 2, the curvilinear relationship with uncertainty was replicated for indirect feedback-seeking behavior. In contrast, we found a negative relationship between direct feedback seeking and uncertainty, moderated by certainty orientation. People seemed more motivated by self-verification vs. uncertainty reduction strivings, depending on their certainty orientation. These findings suggest that the relationship between uncertainty and desire for feedback is less simple than previously thought.

Understanding and encouraging feedback‐seeking behaviour: a literature review

“…When a self‐verification motive is activated in the feedback‐seeking process, individuals who are more certain about a particular self‐view often take more action to confirm this self‐view 34 . Thus, it is possible that people experiencing high levels of certainty seek more feedback to obtain self‐verifying feedback, 35 and that individuals who are uncertain about a particular self‐view will seek less feedback. Future research should illuminate when uncertainty leads to feedback‐seeking behaviour and when feedback seeking reduces uncertainty by explicitly taking into account the roles of different self‐motives.…”

A self‐motives perspective on feedback‐seeking behavior: Linking organizational behavior and social psychology research

“…2004, 2006b; Pelham and Swann 1994). Thus, it is possible that people experiencing high levels of certainty seek feedback to obtain self‐verifying feedback (Anseel and Lievens, 2007b). Future research might illuminate these inconsistencies by explicitly taking the role of different self‐motives into account.…”

Proactivity with image in mind: How employee and manager characteristics affect evaluations of proactive behaviours

“…As such, subjective evaluations of discretionary proactive behaviours may affect outcomes as important as reward decisions, performance evaluations, and opportunities for development and advancement (e.g., Bachrach, Powell, Bendoly, & Richey, 2006; Johnson, Erez, Kiker, & Motowidlo, 2002). In addition, individuals' anticipation of or concern over how proactive behaviours are evaluated can engender fear and anxiety, both of which have been shown to be primary deterrents to engaging in proactivity (Anseel & Lievens, 2007; Ashford et al , 2003; Bolino, Kacmar, Turnley, & Gilstrap, 2008; Dutton & Ashford, 1993).…”