Feedback Seeking following Career Transitions

We examined how inquiring and monitoring for feedback from peers and supervisors changed over time for transferees. Hypotheses were grounded in uncertainty reduction and impression management theory. Results from a longitudinal study in which data were collected three times over a year indicated tha...

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Bibliographic Details
Published in:Academy of Management journal 1999-08, Vol.42 (4), p.429-438
Main Authors: Callister, Ronda Roberts, Kramer, Michael W., Turban, Daniel B.
Format: Article
Language:English
Subjects:
Behavior
Career development
Careers
Costs
Criticism
Data collection
Employee supervision
Employees
Evaluation
Feedback
Hypotheses
Information feedback
Management science
Management theory
Modeling
Monitoring costs
Multivariate analysis
Null hypothesis
Occupational roles
Peer groups
Peers
Questionnaires
Research Notes
Studies
Supervisors
Transfers of employees
Turbans
Uncertainty
Visors
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Summary:We examined how inquiring and monitoring for feedback from peers and supervisors changed over time for transferees. Hypotheses were grounded in uncertainty reduction and impression management theory. Results from a longitudinal study in which data were collected three times over a year indicated that monitoring for feedback from peers and supervisors remained constant over time, as did inquiry from supervisors, but that inquiry from peers declined. In addition, role clarity negatively influenced subsequent peer inquiry. Results suggest the need to examine how both uncertainty reduction and impression management concerns influence feedback seeking.
ISSN:0001-4273
0000-1427
1948-0989
DOI:10.5465/257013