Frontline Employee Feedback-Seeking Behavior: How Is It Formed and When Does It Matter?

dc.contributor.author Mengüç, Bülent
dc.contributor.author İmer, Havva Pınar
dc.contributor.author İmer, Havva Pınar
dc.contributor.author Uslu, Aypar
dc.contributor.other Business Administration
dc.date.accessioned 2019-06-27T08:01:57Z
dc.date.available 2019-06-27T08:01:57Z
dc.date.issued 2019
dc.department Fakülteler, İşletme Fakültesi, İşletme Bölümü en_US
dc.description.abstract This research comprises two studies that extend the literature on the proactive behavior of feedback seeking. Study 1 uses cross-sectional data from frontline employees across 51 apparel stores to examine how feedback seeking is formed and under what conditions. The results suggest that the development of feedback-seeking behavior is contingent on a feedback-seeking climate and the relationship between an employee and his or her supervisor. Study 2 uses longitudinal data collected across three time periods from multiple respondents (i.e. frontline employees and managers) not only to replicate the findings from Study 1 but also to explore when feedback seeking matters. The findings reveal that managers should target employees who are less (vs. more) satisfied with their jobs because such employees perceive more instrumental value from feedback as a means to improve customer service and sales performance. The findings from this research provide insights that managers can use to increase feedback-seeking behavior from employees and effectively identify and manage the conditions under which feedback seeking will occur to greater or lesser degrees. en_US]
dc.identifier.citationcount 19
dc.identifier.doi 10.1177/1094670518779462 en_US
dc.identifier.endpage 59
dc.identifier.issn 1094-6705 en_US
dc.identifier.issn 1552-7379 en_US
dc.identifier.issn 1094-6705
dc.identifier.issn 1552-7379
dc.identifier.issue 1
dc.identifier.scopus 2-s2.0-85048752760 en_US
dc.identifier.scopusquality Q1
dc.identifier.startpage 44 en_US
dc.identifier.uri https://hdl.handle.net/20.500.12469/515
dc.identifier.uri https://doi.org/10.1177/1094670518779462
dc.identifier.volume 22 en_US
dc.identifier.wos WOS:000454588700004 en_US
dc.identifier.wosquality Q1
dc.institutionauthor Mengüç, Bülent en_US
dc.institutionauthor İmer, Havva Pınar en_US
dc.language.iso en en_US
dc.publisher Sage Publications Inc en_US
dc.relation.journal Journal of Service Research en_US
dc.relation.publicationcategory Makale - Uluslararası Hakemli Dergi - Kurum Öğretim Elemanı en_US
dc.rights info:eu-repo/semantics/openAccess en_US
dc.scopus.citedbyCount 27
dc.subject Feedback-seeking behavior en_US
dc.subject Leader-member exchange (LMX) en_US
dc.subject Frontline em3ployee performance en_US
dc.subject Feedback-seeking climate en_US
dc.subject Job satisfaction en_US
dc.title Frontline Employee Feedback-Seeking Behavior: How Is It Formed and When Does It Matter? en_US
dc.type Article en_US
dc.wos.citedbyCount 23
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