MANAGERS’ FEEDBACK SEEKING ABOUT THEIR JOB PERFORMANCE: AN EMPIRICAL STUDY AND PRELIMINARY CONCEPTUAL MODEL
Journal Title: European Journal of Business and Social Sciences - Year 2014, Vol 2, Issue 12
Abstract
The study examined feedback seeking process and in particular those instances where managers are more or less likely to seek feedback about their performance. Using in-depth interviews with ten managers, the investigation afforded a richer account of feedback seeking than is typically delivered by survey based studies. Content analysis of the textual data was undertaken to identify themes within grounded theory framework which facilitated the formulation of theoretical interpretative model. In a self-regulation model, preliminary findings suggest that managers are more likely to seek feedback about their performance when they perceive uncertainties and difficulties in their managerial functions and see the need to develop their skills in order to achieve organizational goals. It is proposed that the theoretical construct underlying these findings is ‘self-efficacy’: if managers feel ill-equipped (low self-efficacy) to deal with a particular management situation, they will be more likely to seek feedback as self-development imperative.
Authors and Affiliations
Maxwell Asumeng, PhD. | Department of Psychology University of Ghana, Legon- Ghana. Email: maxasumeng@yahoo.com
Keywords
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- EP ID EP10374
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