Development and field test of a feedback seeking, self-efficacy, and goal setting model of work performance

Abstract

This field study examined the relationships among a set of feedback seeking, social cognitive, and goal setting constructs and the work performance of one hundred thirty-six sales and customer-service representatives. As hypothesized, feedback seeking and self-efficacy related to two dimensions of work performance (i.e., work quantity and work quality) through feedback-based goals. In addition, self-efficacy and feedback seeking mediated the relationship between two individual differences (viz., personal control perceptions and external feedback propensity) and both dimensions of work performance. The findings extend research on work performance by underscoring the importance of incorporating feedback into work-related improvement goals when investigating the relationship between feedback seeking and work performance. The findings also provide insight into the motivational processes underlying the relationship among personal control perceptions, external feedback propensity, and work performance. Theoretical and practical implications are discussed.

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