Putting feedback‐seeking into “context”: job characteristics and feedback‐seeking behaviour

Abstract

Purpose

The aim of this paper is to examine the influence of job characteristics on feedback‐seeking behaviour. In particular, this study focuses on the job dimensions of the job characteristics model (JCM).

Design/methodology/approach

A survey was completed by 113 full‐time employees from various industries.

Findings

Three of the seven job dimensions significantly impacted feedback‐seeking behaviour and explained 11.3 percent of the variance. Feedback‐seeking behaviour was increased by feedback from agents, decreased by task identity and autonomy, and unaffected by skill variety, task significance, feedback from the job, and feedback from others.

Practical implications

The way jobs are designed may impact how frequently people seek feedback about their performance. Organizations should consider these relationships in promoting feedback‐seeking behaviour in the workplace and in carrying out job redesign efforts.

Originality/value

By considering job characteristics, this study increases the knowledge of contextual factors that influence feedback‐seeking behaviour. Most of the research to date has focussed on individual factors. By considering feedback‐seeking behaviour, this study increases the knowledge of outcomes that result from job characteristics. Most of the research to date has focussed on the original four outcomes of the JCM.

Citation

Krasman, J. (2013), "Putting feedback‐seeking into “context”: job characteristics and feedback‐seeking behaviour", Personnel Review, Vol. 42 No. 1, pp. 50-66. https://doi.org/10.1108/00483481311285228