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Beyond Cheerleaders and Checklists: The Effects of the Feedback Environment on Employee Self-Development

Cavanaugh, Caitlin M
http://rave.ohiolink.edu/etdc/view?acc_num=akron1468076228

Abstract Details

2016, Doctor of Philosophy, University of Akron, Psychology-Industrial/Organizational.
Researchers and practitioners have a shared interest in understanding how to encourage employees to seek out and take opportunities to better themselves. A great deal of extant research has explored the effectiveness of and participation in formal development programs. To that end, previous work has focused on understanding the personal and contextual variables that facilitate interest and motivation in self-development, giving special emphasis to the supportive role supervisors can play by encouraging employees and publicizing opportunities for voluntary development. Consistently, researchers have concluded that participation is influenced directly or indirectly by perceptions that development is needed, and that employees who have firm career goals are more likely to participate. Feedback is one tool supervisors can use to share information critical to effective goal setting and development decision making. The feedback environment provided by supervisors has been tied to positive organizational outcomes that benefit both employee behavior and well-being on the job. Although feedback has been examined extensively in the context of performance management, the value of the feedback environment as a catalyst for self-development has been relatively ignored. The present study examined this relationship and hypothesized the ways in which the supervisor feedback environment relates to self-development. A sample of over 400 respondents to an online survey was used to investigate the questions presented in the present study. Ultimately, results suggest that the supervisor feedback environment meaningfully relates to career insight and to self-development, and that employee’s own tendency to seek, appreciate, and use feedback also plays a role in determining whether the supervisor feedback environment and self-development are tied together.
Paul Levy, Dr. (Advisor)
James Diefendorff, Dr. (Committee Member)
Joelle Elicker, Dr. (Committee Member)
Andrea Snell, Dr. (Committee Member)
Debmalya Mukherjee, Dr. (Committee Member)
Psychology
feedback; feedback environment; employee development; self-development; feedback orientation; career insight; need for development; conditional indirect effect; conditional process

Recommended Citations

Citations

  • Cavanaugh, C. M. (2016). Beyond Cheerleaders and Checklists: The Effects of the Feedback Environment on Employee Self-Development [Doctoral dissertation, University of Akron]. OhioLINK Electronic Theses and Dissertations Center. http://rave.ohiolink.edu/etdc/view?acc_num=akron1468076228

    APA Style (7th edition)

  • Cavanaugh, Caitlin. Beyond Cheerleaders and Checklists: The Effects of the Feedback Environment on Employee Self-Development. 2016. University of Akron, Doctoral dissertation. OhioLINK Electronic Theses and Dissertations Center, http://rave.ohiolink.edu/etdc/view?acc_num=akron1468076228.

    MLA Style (8th edition)

  • Cavanaugh, Caitlin. "Beyond Cheerleaders and Checklists: The Effects of the Feedback Environment on Employee Self-Development." Doctoral dissertation, University of Akron, 2016. http://rave.ohiolink.edu/etdc/view?acc_num=akron1468076228

    Chicago Manual of Style (17th edition)

akron1468076228
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© 2016, all rights reserved.
This open access ETD is published by University of Akron and OhioLINK.