A Self-Determination Model Of Feedback-Seeking Behavior In Organizations

The current paper presents a theoretical framework on feedback-seeking behavior in organizations. Based upon the model, which is derived from self-determination theory, the authors summarize and systematize two decades of research on feedback-seeking behavior and they identify potentially fruitful avenues for further research. The importance of giving feedback to employees is well recognized in management sciences (Ilgen, Fisher & Taylor, 1979; Larson, 1989; Pearce & Porter, 1986). Traditionally, feedback literature has mainly been focusing on giving feedback as a part of the formal appraisal process. However, since the pioneering work of Ashford and Cummings (1983), many scholars have argued that the most important feedback processes, i.e. the informal feedback processes, have largely been neglected in previous research.