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The purpose of this paper is to investigate the boundary conditions in the relationship between feedback-seeking behavior (FSB) and work performance. The authors hypothesized that the positive influence of employees’ FSB on their work performance is influenced by perceived quality of feedback. The authors also expected that employees’ trust in their supervisors moderated the interaction between their FSB and perceived feedback quality.

Data were collected from 202 employees in South Korea. A hierarchical multiple regression analysis was performed to test the hypothesis.

The results showed that while employees’ FSB was positively related to work performance, the influence was stronger for employees who perceived they were receiving high quality of feedback from supervisors. The authors also found that the moderating effect of feedback quality on the relationship between FSB and work performance was stronger when employees had high levels of trust in their supervisors.

The findings suggest that if managers wish to encourage employees to achieve work goal and desirable performance levels by actively engaging in FSB, they should pay more attention to providing high quality of feedback and building trust with employees.

This study contributes to expand the understanding of FSB-work performance relationship by verifying the boundary conditions, which suggests the importance of examining the moderating factors in the FSB mechanism.

The purpose of this paper is to overview the state of research on feedback and aspects of feedback that have been under-researched in the scholarly literature, particularly involving the theme of quality of the feedback. The paper seeks to draw on the existing literature, to develop a conceptual framework that identifies important aspects associated with quality of feedback that the articles in this special issue uniquely address.

This is a conceptual article that presents the results of an analysis of the feedback research literature and offers an abbreviated overview of it. It also develops a conceptual model that illustrates the complexity of the feedback process and identifies gaps that exist in the literature which the contributions of this special issue address.

The provision of feedback is critical to individuals ' learning and performance improvement in the context of their work. Coupled with the provision of feedback is the importance and need for high quality feedback. The quality of feedback and factors that influence it are the central themes of this issue.

This paper introduces this special issue on “Perceptions of quality of feedback in organizations: characteristics, determinants, outcomes of feedback, and possibilities for improvement” by overviewing the concepts associated with feedback and feedback seeking and developing a conceptual model that highlights the complexity of the feedback process. It also identifies existing gaps in the knowledge base that the contributions within this special issue address.

The purpose of this paper is to increase insight in the mechanisms of feedback processes by investigating what kind of feedback characteristics lead to what specific kind of informal learning activities (ILAs).

The 31 persons participated were recruited by the snowball method, and work in education, healthcare or profit sector. They filled out a learning log. The respondents wrote down feedback incidents that occurred and the ILA they carried out in response. A total of 367 feedback incidents led to 913 ILA. Quantitative analyses such as correlations and regression analyses are conducted.

Feedback led to ILA, especially to reflection, and communication with colleagues. There is no pattern found in the relation between outcomes. Timing aspects seem irrelevant for ILA. Feedback consisting of discussing possibilities for personal improvement leads to ILA. Precise, positive and helpful feedback leads to ILA.

Because of the aim and design of the study, the outcomes are not generalizable and individual characteristics (e.g. motivation, attitude) were not measured. A few ILA are mentioned only a few times.

Feedback that consists of discussing possibilities for personal improvement can be used to increase ILA. Feedback can be used to increase reflection and communication at work. Creating a work culture that fosters learning from feedback is important. The quality of feedback providing competences is important.

This paper gives in-depth insight into the relation between specific characteristics of feedback and the ILA. It also assesses to what ILA a specific feedback incident (directly) leads.

The purpose of this study is to investigate whether the position of employees in the organizational hierarchy is important in explaining their feedback seeking behaviour.

This study takes a social network perspective by using an ego-centric network survey to investigate employees ' feedback seeking behaviour within their professional networks. Data were collected from an online questionnaire among 243 employees working in a large multinational organization located in The Netherlands.

Results indicate that employees frequently seek feedback from colleagues within the same department. However, managers or leaders seek significantly less feedback from colleagues in the same department and from coaches, as compared to others. Furthermore, employees perceive the feedback they receive from managers/leaders, coaches, and colleagues in the same department as useful.

The study findings extend the existing literature on the dynamics of feedback seeking of employees across different hierarchical levels. Methodologically, an egocentric network survey was used to investigate the employees ' relationships within their professional network. The findings suggest that this approach, novel in research on feedback seeking, is valuable and promising.

To diffuse new management fads or to promote existing management practices slogans are often used. In this study eight slogans regarding assessment centres were retrieved from brochures of consultancy agencies and were compared to empirical research. These slogans were that assessment centres work, are expensive, fair, have a potent influence on candidates, provide insight into candidates’ personality, and are not prone to trainability effects. Other slogans include that trained assessors speak the same language and that candidate reactions are positive. Resulting from this comparison a more fine‐grained picture of the strengths and weaknesses of assessment centres emerges. In particular, it is demonstrated that the accuracy of the slogans often depends on design factors. It is suggested that future studies combine multiple research perspectives, examine assessment centre process issues, and validate new assessment centre applications.

While studying the association between leader–member exchange (LMX) quality and employee work outcomes, the existing scholarship has generally focused on employee perspectives of LMX quality. Being more inclusive, this study utilizes role theory to incorporate the dyadic (in)congruence in LMX quality and their effects on ratee feedback seeking behavior.

Data elicited from N = 156 matched rater–ratee dyads comprising engineers working with telecommunication organizations of Pakistan. Purposive sampling was done to ensure that rater–ratee dyads were in continuous contact by their customized employee portals.

Results of polynomial regression analysis revealed that leader–member congruence in their perceptions of LMX quality enhanced member's feedback seeking behavior. Asymmetrical incongruence, i.e. the member perceived higher LMX quality than the leader, is found to predict member's feedback seeking behavior, even higher than both levels of congruence (high- and low-quality LMX).

The scope of this study was members' reactions to performance appraisal. However, other performance appraisal outcomes are plausible such as, leader performance. This study explored the objective incongruence, yet subjective congruence can be more conclusive about the results of the present study.

LMX incongruence is more detrimental to members in high interaction situations. When the member perceives lower quality LMX than the leader, expectations regarding resource exchanges and behaviors are more likely to be unfulfilled for the member. Feedback seeking behavior being a member related outcome is likely to be affected more negatively in such conditions of incongruence. Second, it is likely that when there is a high degree of incongruence among the dyads, LMX congruence may become more critical to the members which in turn may give them a sense of belongingness within the dyad. Third, the relationship between leader–member dyads is affected by the social interactions facilitating the members' opinion sharing.

The study suggests that to fully grasp the implications of LMX theory, we need to consider the viewpoints of both the dyadic members at the same time.

This paper synthesizes the extant feedback literature, focusing on how feedback affects an auditor’s learning, performance, and motivation. Performance feedback is an important component in the auditing environment for ensuring quality control and for developing and coaching staff auditors. However, the literature on feedback in the audit environment is fragmented and limited making it difficult to assess its behavioral effects on auditors. This paper has three main objectives. The first is to review some of the influential research in psychology and management to identify key variables and issues that appear to be critical in the study of behavioral consequences of feedback in organizational settings. The second is to review performance feedback research specifically in auditing to identify the areas previously examined and synthesize the findings. The third is to suggest a variety of future research opportunities that may assist in developing an understanding and knowledge of the behavioral effects of feedback on auditors. The literature analysis has significant implications for audit research and practice. In particular, the analysis provides important insights into understanding who, how, and when performance feedback should be given to improve its effectiveness in the audit environment.

Prior studies have not yet made sufficient effort to examine the relationship between corporate social responsibility (CSR) and customer citizenship behavior (CCB) in the hospitality context. The purpose of this study is to explore the role of CSR in fostering CCB in the hospitality context, as well as the mechanisms underlying the relationship.

This study obtained its empirical evidence from 422 hotel customers in North Cyprus and applied a structural equation modeling analysis.

The findings reveal that CSR significantly contributes to customer help, customer feedback and customer tolerance. Surprisingly, the results do not support the existence of a significant relationship between CSR and customer advocacy. Evidence indicates that perceived service quality plays a partial mediating role.

This study has shown that customers are rewarding firms involved in CSR initiatives in the form of CCB – directly and indirectly – through perceived service quality. This finding can advance managers’ understanding, enabling them to better manage their CSR initiatives to achieve the most effective outcomes.

The study advances a convergence between the research streams of CSR and CCB, which has been under-explored in the tourism context. The study also extends the CSR and customer citizenship literature through a novel mediation mechanism of perceived service quality.

Role clarity of frontline staff is critical to their perceptions of service quality in call centres. The purpose of this study is to examine the effects of role clarity and its antecedents and consequences on employee‐perceived service quality.

A conceptual model, based on the job characteristics model and cognitive theories, is proposed. Key antecedents of role clarity considered here are feedback, autonomy, participation, supervisory consideration, and team support; while key consequences are organizational commitment, job satisfaction and service quality. An internal marketing approach is adopted and all variables are measured from the frontline employee's perspective. A structural equation model is developed and tested on a sample of 342 call centre representatives of a major commercial bank in the UK.

The research reveals that role clarity plays a critical role in explaining employee perceptions of service quality. Further, the research findings indicate that feedback, participation and team support significantly influence role clarity, which in turn influences job satisfaction and organizational commitment.

The research suggests that boundary personnel in service firms should strive for more clarity in perceived role for delivering better service quality. The limitations are in sample availability from in‐house transaction call centres of a single bank.

The contributions of this study are untangling the confusing research evidence on the effect of role clarity on service quality, using service quality as a performance variable as opposed to productivity estimates, adopting an internal marketing approach to understanding the phenomenon, and introducing teamwork along with job‐design and supervisory factors as antecedent to role clarity.

Previous research indicates that unfavorable feedback, even unfavorable feedback provided for developmental purposes only, is not perceived as useful, results in negative reactions and is not associated with a recipient's willingness to change his or her behavior. This study examined the extent to which contextual variables mitigate these unwanted effects of developmental unfavorable feedback. Results indicate that employees are more motivated to improve their job performance based on unfavorable feedback when the feedback source is perceived to be credible, the feedback is of high quality and the feedback is delivered in a considerate manner.