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Cultural Differences in the Relationship Between Feedback-Seeking Motives and Feedback-Seeking Behaviors

Lee, Grace Leung
http://rave.ohiolink.edu/etdc/view?acc_num=akron1374499755

Abstract Details

2013, Doctor of Philosophy, University of Akron, Psychology-Industrial/Organizational.
Feedback is an important resource for employees in the workplace, facilitating improvement and other positive outcomes for employees and in organizations. However, because feedback does not always come easily, researchers acknowledge the importance for employees to take the initiative to seek feedback. Despite growing interest in this area, the majority of feedback research has taken place in an American context. As such, the primary purpose of this study was to examine the feedback-seeking process from a cross-cultural perspective, focusing on individual-level culture as a moderator of the relationships between individual motivational factors and feedback-seeking behaviors, playing particular attention to the evaluation of costs and values as an explanatory mechanism of these relationships. The current study investigated how culture and motives independently and interactively predict feedback-seeking behaviors through cost and value perceptions. Data were collected via self-report online surveys from a sample of employees (N=375) from a large, global organization. Overall, the results demonstrate that motives for feedback seeking influenced feedback-seeking behaviors through cost and value perceptions of feedback seeking, particularly for relationships driven by instrumental motive and image-based motives. For instance, expectancy value mediated the relationship between instrumental motive and feedback-seeking behaviors (including increased feedback seeking from supervisors, direct feedback seeking, and seeking negative feedback). Most interestingly, individual-level perceptions of culture along the individualism-collectivism dimension were also found to moderate relationships between feedback-seeking motives and cost and value perceptions, as well as relationships between cost and value perceptions and feedback seeking behaviors. For instance, individualism-collectivism moderated the relationship between self-presentation cost and direct inquiry of feedback such that both individualists and collectivists used direct inquiry when self-presentation cost was low, but when self-presentation cost was high, only individualists continued to use direct inquiry strategies for feedback seeking. Ultimately, the current study helps to integrate cross-cultural theory and organizational behavior to better understand how culture influences management practices in today’s global organizations. Contributions, limitations, and future research ideas are discussed.
Paul Levy, Dr. (Advisor)
Jim Diefendorff, Dr. (Advisor)
Rosalie Hall, Dr. (Committee Member)
Joelle Elicker, Dr. (Committee Member)
Young Lin, Dr. (Committee Member)
205 p.
Organizational Behavior; Psychology
feedback seeking, cross cultural differences, feedback, motivation

Recommended Citations

Citations

  • Lee, G. L. (2013). Cultural Differences in the Relationship Between Feedback-Seeking Motives and Feedback-Seeking Behaviors [Doctoral dissertation, University of Akron]. OhioLINK Electronic Theses and Dissertations Center. http://rave.ohiolink.edu/etdc/view?acc_num=akron1374499755

    APA Style (7th edition)

  • Lee, Grace. Cultural Differences in the Relationship Between Feedback-Seeking Motives and Feedback-Seeking Behaviors. 2013. University of Akron, Doctoral dissertation. OhioLINK Electronic Theses and Dissertations Center, http://rave.ohiolink.edu/etdc/view?acc_num=akron1374499755.

    MLA Style (8th edition)

  • Lee, Grace. "Cultural Differences in the Relationship Between Feedback-Seeking Motives and Feedback-Seeking Behaviors." Doctoral dissertation, University of Akron, 2013. http://rave.ohiolink.edu/etdc/view?acc_num=akron1374499755

    Chicago Manual of Style (17th edition)

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© 2013, all rights reserved.
This open access ETD is published by University of Akron and OhioLINK.