Feedback-Seeking Behavior as a Self-Regulation Strategy for Creative Performance

Using a sample of 456 supervisor-employee dyads from 4 organizations, this study examined how employees use feedback seeking as a self-regulation strategy to manage their creative performance. As hypothesized, employees’ cognitive style and perceived organizational support for creativity affected two patterns of their feedback seeking, i.e. their tendency to inquire for feedback from various sources and their propensity to monitor their environment for indirect feedback cues. Feedback inquiry from various sources further related to supervisor ratings of employee creative performance. These results highlight the importance of studying employees’ self-regulatory behaviors in the creative process and support the proposition that feedback seeking is not only a strategy that facilitates individual adaptation, but also an individual resource that can help individuals to achieve creative outcomes.SELF-REGULATION, FEEDBACK-SEEKING BEHAVIOR, EMPLOYEE CREATIVITY, COGNITIVE STYLE, PERCEIVED ORGANIZATIONAL SUPPORT FOR CREATIVITY

The role of digital competencies and creativity for job crafting in public administration

Over recent years, the way public workers perform and interpret the own work has radically changed. Among these changes,what seems to have had a decisive impact is the advent of information and communication technologies. The informatization, digitalization, and computerization of procedures and jobs has made learning and the use of digital competencies necessary to face constant change and to take advantage of it. Digital competencies consist in knowing how to use the information society technologies for work, leisure, and communication with confidence and a critical spirit. So, those who manage to develop basic skills in information and communication technologies can juggle in this changing scenario. In this ongoing study, we hypothesize a relationship between digital competencies and job crafting. We hypothesize that civil servants developing this type of competencies can act proactively on their work by modifying its contents, relationships, and cognitive perception if they are creative. Implications are discussed

How Are We Doing After 30 Years? A Meta-Analytic Review of the Antecedents and Outcomes of Feedback-Seeking Behavior

This study provides meta-analytic estimates of the antecedents and consequences of feedback-seeking behavior (FSB). Clear support was found for the guiding cost/benefit framework in the feedback-seeking domain. Organizational tenure, job tenure, and age were negatively related to FSB. Learning and performance goal orientation, external feedback propensity, frequent positive feedback, high self-esteem, a transformational leadership style, and a high-quality relationship were positively associated with FSB. Challenging some of the dominant views in the feedback-seeking domain, the relationship between uncertainty and FSB was negative and the relationship between FSB and performance was small. Finally, inquiry and monitoring are not interchangeable feedback-seeking tactics. So FSB is best represented as an aggregate model instead of a latent model. In the discussion, gaps in the current FSB knowledge are identified and a research agenda for the future is put forward. Future research may benefit from (a) a systematic and integrative effort examining antecedents of both feedback-seeking strategies on the basis of a self-motives framework, (b) adopting a process perspective of feedback-seeking interactions, and (c) taking the iterative nature of feedback into account