The aim of this paper is to examine the influence of job characteristics on feedback‐seeking behaviour. In particular, this study focuses on the job dimensions of the job…
Abstract
Purpose
The aim of this paper is to examine the influence of job characteristics on feedback‐seeking behaviour. In particular, this study focuses on the job dimensions of the job characteristics model (JCM).
Design/methodology/approach
A survey was completed by 113 full‐time employees from various industries.
Findings
Three of the seven job dimensions significantly impacted feedback‐seeking behaviour and explained 11.3 percent of the variance. Feedback‐seeking behaviour was increased by feedback from agents, decreased by task identity and autonomy, and unaffected by skill variety, task significance, feedback from the job, and feedback from others.
Practical implications
The way jobs are designed may impact how frequently people seek feedback about their performance. Organizations should consider these relationships in promoting feedback‐seeking behaviour in the workplace and in carrying out job redesign efforts.
Originality/value
By considering job characteristics, this study increases the knowledge of contextual factors that influence feedback‐seeking behaviour. Most of the research to date has focussed on individual factors. By considering feedback‐seeking behaviour, this study increases the knowledge of outcomes that result from job characteristics. Most of the research to date has focussed on the original four outcomes of the JCM.
Details
Keywords
The purpose of this paper is to examine the influence of organizational structure on the degree to which supervisors are perceived to be trustworthy by their subordinates. The…
Abstract
Purpose
The purpose of this paper is to examine the influence of organizational structure on the degree to which supervisors are perceived to be trustworthy by their subordinates. The manner in which subordinates’ personality traits interact with and moderate these relationships is also examined.
Design/methodology/approach
A three-part survey was completed by 137 full-time workers from various industries.
Findings
Formalization was positively related to subordinates’ perceptions of their supervisors’ trustworthiness and more strongly for subordinates who ranked higher on straightforwardness. Routinization was also positively related but only for subordinates who ranked low on excitement-seeking. Centralization in the form of hierarchy of authority was negatively related and more strongly for subordinates who ranked higher on competence. Routinization for subordinates who ranked high on excitement-seeking, centralization in the form of participation in decision-making, and span of control were not related.
Practical implications
Before pursuing trust-building efforts, supervisors should consider whether and in what way they may already be perceived to be trustworthy by their subordinates based on the structure of their organization and the personality traits of their subordinates.
Originality/value
This study is the first to examine the main effects of organizational structure on subordinates’ perceptions of their supervisors’ trustworthiness.