Hostname: page-component-78c5997874-g7gxr Total loading time: 0 Render date: 2024-11-10T16:12:44.019Z Has data issue: false hasContentIssue false
  • English
  • Français

From Feedback Seeking to Psychological Attachment, the Mediating Role of Adaptive Performance in Perceived Obstruction Context

Published online by Cambridge University Press:  05 February 2021

Guillaume R. M. Déprez Open the ORCID record for Guillaume R. M. Déprez [Opens in a new window] ,
Nicolas Bazine Open the ORCID record for Nicolas Bazine [Opens in a new window] ,
Léa Fréour Open the ORCID record for Léa Fréour [Opens in a new window] ,
Marco Peña-Jimenez Open the ORCID record for Marco Peña-Jimenez [Opens in a new window] ,
Nicola Cangialosi Open the ORCID record for Nicola Cangialosi [Opens in a new window]  and
Adalgisa Battistelli Open the ORCID record for Adalgisa Battistelli [Opens in a new window]
Guillaume R. M. Déprez*
Affiliation:
Université de Bordeaux (France)
Nicolas Bazine
Affiliation:
Université de Bordeaux (France)
Léa Fréour
Affiliation:
Université de Bordeaux (France)
Marco Peña-Jimenez
Affiliation:
Université de Bordeaux (France)
Nicola Cangialosi
Affiliation:
Università degli Studi di Firenze (Italy)
Adalgisa Battistelli
Affiliation:
Université de Bordeaux (France)
*
Correspondence concerning this article should be addressed to Guillaume Roland Michel Déprez. University of Bordeaux. Laboratoire de Psychologie EA4139. 3 ter place de la Victoire, 33000BORDEAUX (France). Umbra Cuscinetti SpA. 06034Foligno (Italy). E-mail: guillaume.deprez@u-bordeaux.fr.
Get access Rights & Permissions [Opens in a new window]

Abstract

Based on proactivity literature, feedback seeking behavior is generally used throughout an individual’s career to enable better adaptation to the work environment. However, it has recently been shown that declining levels of feedback seeking behavior may result in decreased psychological attachment over time. This study aims to explore whether individual adaptivity represents a mechanism through which feed-back seeking affects psychological attachment (i.e., well-being involvement and withdrawal). In addition, the interaction effect of organizational obstruction between individual adaptivity and psychological attachment was examined. Based on three-wave survey data obtained from 273 participants from French organizations, a moderated mediation model was tested using structural equation modeling. Results confirmed that adaptive performance mediated positively the relationship between feedback-seeking and well-being involvement and negatively with withdrawal. Moreover, perceived organizational obstruction moderated negatively the relationship between adaptive performance and withdrawal, and positively that with well-being. These results shed new light on the relationship between proactivity (i.e., feedback seeking behavior) and adaptive performance, but also on the positive short-term contribution of successful adaptation in a perceived obstructive organizational context. Theoretical contributions and practical implications for human resource management are discussed.

Keywords

adaptive performancefeedback-seekingperceived organizational obstructionproactivitypsychological attachment
Type
Research Article
Information
The Spanish Journal of Psychology , Volume 24 , 2021 , e1
Copyright
© Universidad Complutense de Madrid and Colegio Oficial de Psicólogos de Madrid 2021

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

Footnotes

Conflicts of Interest: None.

Funding Statement: This research received no specific grant from any funding agency, commercial or not-for-profit sectors.

The online version of this article has been updated since original publication. A notice detailing the changes has also been published at https://doi.org/10.1017/SJP.2021.33

References

Anseel, F., Beatty, A. S., Shen, W., Lievens, F., & Sackett, P. R. (2015). How are we doing after 30 years? A meta-analytic review of the antecedents and outcomes of feedback-seeking behavior. Journal of Management, 41(1), 318–348. https://doi.org/10.1177/0149206313484521CrossRefGoogle Scholar
Akhtar, M. W., Syed, F., Javed, M., & Husnain, M. (2020). Grey shade of work environment triad-effect of supervisor ostracism and perceived organizational obstruction on employees’ behaviour: A moderated-mediation model. Leadership & Organization Development Journal, 41(5), 669–686. https://doi.org/10.1108/LODJ-07-2019-0334CrossRefGoogle Scholar
Ashford, S. J. (1986). Feedback-seeking in individual adaptation: A resource perspective. Academy of Management Journal, 29(3), 465–487. https://doi.org/10.5465/256219Google Scholar
Ashford, S. J., & Black, J. S. (1996). Proactivity during organizational entry: The role of desire for control. Journal of Applied Psychology, 81(2), 199–214. https://doi.org/10.1037/0021-9010.81.2.199CrossRefGoogle Scholar
Ashford, S. J., Blatt, R., & VandeWalle, D. (2003). Reflections on the looking glass: A review of research on feedback-seeking behavior in organizations. Journal of Management, 29(6), 773–799. https://doi.org/10.1016/S0149-2063(03)00079-5CrossRefGoogle Scholar
Ashford, S. J., & Cummings, L. L. (1983). Feedback as an individual resource: Personal strategies of creating information. Organizational Behavior and Human Performance, 32(3), 370–398. https://doi.org/10.1016/0030-5073(83)90156-3CrossRefGoogle Scholar
Ashford, S. J., De Stobbeleir, K., & Nujella, M. (2016). To seek or not to seek: Is that the only question? Recent developments in feedback-seeking literature. Annual Review of Organizational Psychology and Organizational Behavior, 3, 213–239. https://doi.org/10.1146/annurev-orgpsych-041015-062314CrossRefGoogle Scholar
Ashforth, B. E., Harrison, S. H., & Corley, K. G. (2008). Identification in organizations: An examination of four fundamental questions. Journal of Management, 34(3), 325–374. https://doi.org/10.1177/0149206308316059CrossRefGoogle Scholar
Ashford, S. J., & Tsui, A. S. (1991). Self-regulation for managerial effectiveness: The role of active feedback seeking. Academy of Management Journal, 34(2), 251–280. https://doi.org/10.5465/256442Google Scholar
Baard, S. K., Rench, T. A., & Kozlowski, S. W. J. (2014). Performance adaptation: A theoretical integration and review. Journal of Management, 40(1), 48–99. https://doi.org/10.1177/0149206313488210CrossRefGoogle Scholar
Bandura, A. (2001). Social cognitive theory: An agentic perspective. Annual Review of Psychology, 52(1), 1–26. https://doi.org/10.1146/annurev.psych.52.1.1CrossRefGoogle Scholar
Bauer, T. N., Bodner, T., Erdogan, B., Truxillo, D. M., & Tucker, J. S. (2007). Newcomer adjustment during organizational socialization: A meta-analytic review of antecedents, outcomes, and methods. Journal of Applied Psychology, 92(3), 707–721. https://doi.org/10.1037/0021-9010.92.3.707CrossRefGoogle Scholar
Berg, J. M., Wrzesniewski, A., & Dutton, J. E. (2010). Perceiving and responding to challenges in job crafting at different ranks: When proactivity requires adaptivity. Journal of Organizational Behavior, 31(2–3), 158–186. https://doi.org/10.1002/job.645CrossRefGoogle Scholar
Bindl, U. K., & Parker, S. K. (2010). Feeling good and performing well? Psychological engagement and positive behaviors at work. In Albrecht, S. L. (Ed.), Handbook of employee engagement: Perspectives, issues, research and practice (pp. 385–398). Edward-Elgar Publishing. http://doi.org/10.4337/9781849806374.00043Google Scholar
Blau, G. J. (1985). Relationship of extrinsic, intrinsic, and demographic predictors to various types of withdrawal behaviors. Journal of Applied Psychology, 70(3), 442–450. https://doi.org/10.1037/0021-9010.70.3.442CrossRefGoogle Scholar
Brislin, R. W. (1970). Back-translation for cross-cultural research. Journal of Cross-Cultural Psychology, 1(3), 185–216. https://doi.org/10.1177/135910457000100301CrossRefGoogle Scholar
Brown, T. A. (2015). Confirmatory factor analysis for applied research. Guilford.Google Scholar
Browne, M. W., & Cudeck, R. (1992). Alternative ways of assessing model fit. Sociological Methods & Research, 21(2), 230-258. https://doi.org/10.1177/0049124192021002005CrossRefGoogle Scholar
Cangialosi, N., Odoardi, C., & Battistelli, A. (2020). Learning climate and innovative work behavior, the mediating role of the learning potential of the workplace. Vocations and Learning, 13(2), 263–280. https://doi.org/10.1007/s12186-019-09235-yCrossRefGoogle Scholar
Carpini, J. A., Parker, S. K., & Griffin, M. A. (2017). A look back and a leap forward: A review and synthesis of the individual work performance literature. Academy of Management Annals, 11(2), 825–885. https://doi.org/10.5465/annals.2015.0151CrossRefGoogle Scholar
Chan, D., & Schmitt, N. (2000). Interindividual differences in intraindividual changes in proactivity during organizational entry: A latent growth modeling approach to understanding newcomer adaptation. Journal of Applied Psychology, 85(2), 190–210. https://doi.org/10.1037/0021-9010.85.2.190CrossRefGoogle ScholarPubMed
Chiaburu, D. S., & Harrison, D. A. (2008). Do peers make the place? Conceptual synthesis and meta-analysis of coworker effects on perceptions, attitudes, OCBs, and performance. Journal of Applied Psychology, 93(5), 1082–1103. https://doi.org/10.1037/0021-9010.93.5.1082CrossRefGoogle ScholarPubMed
Cho, S. S., Carpenter, N. C., & Zhang, B. (2020). An item-level investigation of conceptual and empirical distinctiveness of proactivity constructs. International Journal of Selection and Assessment 28(3), 337–350. https://doi.org/10.1111/ijsa.12287CrossRefGoogle Scholar
Chreim, S. (2002). Influencing organizational identification during major change: A communication-based perspective. Human Relations, 55(9), 1117–1137. https://doi.org/10.1177/0018726702055009022CrossRefGoogle Scholar
Cohen, S., & Wills, T. A. (1985). Stress, social support, and the buffering hypothesis. Psychological Bulletin, 98(2), 310–357. https://doi.org/10.1037/0033-2909.98.2.310CrossRefGoogle ScholarPubMed
Cooper-Thomas, H. D., Paterson, N. L., Stadler, M. J., & Saks, A. M. (2014). The relative importance of proactive behaviors and outcomes for predicting newcomer learning, well-being, and work engagement. Journal of Vocational Behavior, 84(3), 318–331. https://doi.org/10.1016/j.jvb.2014.02.007CrossRefGoogle Scholar
Crant, J. M. (2000). Proactive behavior in organizations. Journal of Management, 26(3), 435–462. https://doi.org/10.1177/014920630002600304CrossRefGoogle Scholar
Crommelinck, M., & Anseel, F. (2013). Understanding and encouraging feedback‐seeking behavior: A literature review. Medical Education, 47(3), 232–241. https://doi.org/10.1111/medu.12075CrossRefGoogle ScholarPubMed
Cullen, K. L., Edwards, B. D., Casper, W. C., & Gue, K. R. (2014). Employees’ adaptability and perceptions of change-related uncertainty: Implications for perceived organizational support, job satisfaction, and performance. Journal of Business and Psychology, 29(2), 269–280. https://doi.org/10.1007/s10869-013-9312-yCrossRefGoogle Scholar
Dagenais-Desmarais, V., & Savoie, A. (2012). What is psychological well-being, really? A grassroots approach from the organizational sciences. Journal of Happiness Studies, 13(4), 659–684. https://doi.org/10.1007/s10902-011-9285-3CrossRefGoogle Scholar
De Stobbeleir, K., Ashford, S., & Zhang, C. (2020). Shifting focus: Antecedents and outcomes of proactive feedback seeking from peers. Human Relations, 73, 303–325. https://doi.org/10.1177/0018726719828448CrossRefGoogle Scholar
Edwards, J. R. (2008). 4. Person–environment fit in organizations: An assessment of theoretical progress. Academy of Management Annals, 2(1), 167–230. https://doi.org/10.5465/19416520802211503CrossRefGoogle Scholar
Eisenberger, R., & Stinglhamber, F. (2011). Perceived organizational support: Fostering enthusiastic and productive employees. American Psychological Association. https://doi.org/10.1037/12318-000CrossRefGoogle Scholar
Ellis, A. M., Bauer, T. N., Mansfield, L. R., Erdogan, B., Truxillo, D. M., & Simon, L. S. (2015). Navigating uncharted waters: Newcomer socialization through the lens of stress theory. Journal of Management, 41(1), 203–235. https://doi.org/10.1177/0149206314557525CrossRefGoogle Scholar
Frese, M., & Fay, D. (2001). 4. Personal initiative: An active performance concept for work in the 21st century. Research in Organizational Behavior, 23, 133–187. https://doi.org/10.1016/S0191-3085(01)23005-6CrossRefGoogle Scholar
Ghitulescu, B. E. (2013). Making change happen: The impact of work context on adaptive and proactive behaviors. The Journal of Applied Behavioral Science, 49(2), 206–245. https://doi.org/10.1177/0021886312469254CrossRefGoogle Scholar
Gibney, R., Zagenczyk, T. J., Fuller, J. B., Hester, K., & Caner, T. (2011). Exploring organizational obstruction and the expanded model of organizational identification. Journal of Applied Social Psychology, 41(5), 1083–1109. https://doi.org/10.1111/j.1559-1816.2011.00748.xCrossRefGoogle Scholar
Gibney, R., Zagenczyk, T. J., & Masters, M. F. (2009). The negative aspects of social exchange: An introduction to perceived organizational obstruction. Group & Organization Management, 34(6), 665–697. https://doi.org/10.1177/1059601109350987CrossRefGoogle Scholar
Gilbert, M. H., Dagenais-Desmarais, V., & Savoie, A. (2011). Validation d’une mesure de santé psychologique au travail [Validation of a psychological health measure]. European Review of Applied Psychology, 61(4), 195–203. https://doi.org/10.1016/j.erap.2011.09.001CrossRefGoogle Scholar
Gong, Y., Wang, M., Huang, J.-C., & Cheung, S. Y. (2017). Toward a goal orientation–based feedback-seeking typology: Implications for employee performance outcomes. Journal of Management, 43(4), 1234–1260. https://doi.org/10.1177/0149206314551797CrossRefGoogle Scholar
Grant, A. M., & Ashford, S. J. (2008). The dynamics of proactivity at work. Research in Organizational Behavior, 28, 3–34. https://doi.org/10.1016/j.riob.2008.04.002CrossRefGoogle Scholar
Griffeth, R. W., Gaertner, S., & Sager, J. K. (1999). Taxonomic model of withdrawal behaviors: The adaptive response model. Human Resource Management Review, 9(4), 577–590. https://doi.org/10.1016/S1053-4822(99)00034-0CrossRefGoogle Scholar
Griffin, M. A., Neal, A., & Parker, S. K. (2007). A new model of work role performance: Positive behavior in uncertain and interdependent contexts. Academy of Management Journal, 50(2), 327–347. https://doi.org/10.5465/AMJ.2007.24634438CrossRefGoogle Scholar
Griffin, M. A., Parker, S. K., & Mason, C. M. (2010). Leader vision and the development of adaptive and proactive performance: A longitudinal study. Journal of Applied Psychology, 95(1), 174–182. https://doi.org/10.1037/a0017263CrossRefGoogle ScholarPubMed
Gruman, J. A., & Saks, A. M. (2013). Organizational socialization and newcomers’ psychological capital and well-being. In Bakker, A. B. (Ed.), Advances in positive organizational psychology (Vol. 1, pp. 211–236). Emerald Group Publishing Limited. https://doi.org/10.1108/S2046-410X(2013)0000001012CrossRefGoogle Scholar
Han, T. Y., & Williams, K. J. (2008). Multilevel investigation of adaptive performance: Individual-and team-level relationships. Group & Organization Management, 33(6), 657–684. https://doi.org/10.1177/1059601108326799Google Scholar
Hancock, J. I., Allen, D. G., Bosco, F. A., McDaniel, K. R., & Pierce, C. A. (2013). Meta-analytic review of employee turnover as a predictor of firm performance. Journal of Management, 39(3), 573–603. https://doi.org/10.1177/0149206311424943CrossRefGoogle Scholar
Hanisch, K. A., & Hulin, C. L. (1990). Job attitudes and organizational withdrawal: An examination of retirement and other voluntary withdrawal behaviors. Journal of Vocational Behavior, 37(1), 60–78. https://doi.org/10.1016/0001-8791(90)90007-OCrossRefGoogle Scholar
Harvey, P., Stoner, J., Hochwarter, W., & Kacmar, C. (2007). Coping with abusive supervision: The neutralizing effects of ingratiation and positive affect on negative employee outcomes. The Leadership Quarterly, 18(3), 264–280. https://doi.org/10.1016/j.leaqua.2007.03.008CrossRefGoogle Scholar
Hobfoll, S. E. (1989). Conservation of resources: a new attempt at conceptualizing stress. American Psychologist, 44(3), 513–524. https://doi.org/10.1037/0003-066X.44.3.513CrossRefGoogle ScholarPubMed
Hu, L., & Bentler, P. M. (1999). Cutoff criteria for fit indexes in covariance structure analysis: Conventional criteria versus new alternatives. Structural Equation Modeling, 6, 1–55. http://doi.org/10.1080/10705519909540118CrossRefGoogle Scholar
Humphrey, S. E., Nahrgang, J. D., & Morgeson, F. P. (2007). Integrating motivational, social, and contextual work design features: A meta-analytic summary and theoretical extension of the work design literature. Journal of Applied Psychology, 92(5), 1332–1356. https://doi.org/10.1037/0021-9010.92.5.1332CrossRefGoogle ScholarPubMed
Ibarra, H., & Barbulescu, R. (2010). Identity as narrative: Prevalence, effectiveness, and consequences of narrative identity work in macro work role transitions. Academy of Management Review, 35(1), 135–154. https://doi.org/10.5465/amr.35.1.zok135Google Scholar
Jundt, D. K., Shoss, M. K., & Huang, J. L. (2015). Individual adaptive performance in organizations: A review. Journal of Organizational Behavior, 36(S1), S53–S71. https://doi.org/10.1002/job.1955CrossRefGoogle Scholar
Kammeyer-Mueller, J. D., & Wanberg, C. R. (2003). Unwrapping the organizational entry process: Disentangling multiple antecedents and their pathways to adjustment. Journal of Applied Psychology, 88(5), 779–794. https://doi.org/10.1037/0021-9010.88.5.779CrossRefGoogle ScholarPubMed
Kozlowski, S. W. J., Gully, S. M., Brown, K. G., Salas, E., Smith, E. M., & Nason, E. R. (2001). Effects of training goals and goal orientation traits on multidimensional training outcomes and performance adaptability. Organizational Behavior and Human Decision Processes, 85(1), 1–31. https://doi.org/10.1006/obhd.2000.2930CrossRefGoogle ScholarPubMed
Krasman, J. (2011). Taking feedback-seeking to the next “level”: Organizational structure and feedback-seeking behavior. Journal of Managerial Issues, 23(1), 9–30.Google Scholar
Lam, L. W., Peng, K. Z., Wong, C.-S., & Lau, D. C. (2017). Is more feedback seeking always better? Leader-member exchange moderates the relationship between feedback-seeking behavior and performance. Journal of Management, 43(7), 2195–2217. https://doi.org/10.1177/0149206315581661CrossRefGoogle Scholar
Locke, E. A., & Latham, G. P. (2006). New directions in goal-setting theory. Current Directions in Psychological Science, 15(5), 265–268. https://doi.org/10.1111/j.1467-8721.2006.00449.xCrossRefGoogle Scholar
MacCallum, R. C., Browne, M. W., & Sugawara, H. M. (1996). Power analysis and determination of sample size for covariance structural modeling. Psychological Methods, 1, 130–149. http://doi.org/10.1037/1082-989X.1.2.130CrossRefGoogle Scholar
Marchand, C., & Vandenberghe, C. (2016). Perceived organizational support, emotional exhaustion, and turnover: The moderating role of negative affectivity. International Journal of Stress Management, 23(4), 350–375. https://doi.org/10.1037/str0000020CrossRefGoogle Scholar
Marques-Quinteiro, P., & Curral, L. A. (2012). Goal orientation and work role performance: Predicting adaptive and proactive work role performance through self-leadership strategies. The Journal of Psychology: Interdisciplinary and Applied, 146(6), 559–577. https://doi.org/10.1080/00223980.2012.656157CrossRefGoogle ScholarPubMed
Morrison, E. W. (1993). Longitudinal study of the effects of information seeking on newcomer socialization. Journal of Applied Psychology, 78(2), 173–183. https://doi.org/10.1037/0021-9010.78.2.173CrossRefGoogle Scholar
Morrison, E. W. (2002). Newcomers’ relationships: The role of social network ties during socialization. Academy of Management Journal, 45(6), 1149–1160. https://doi.org/10.5465/3069430Google Scholar
Moss, S. E., Valenzi, E. R., & Taggart, W. (2003). Are you hiding from your boss? The development of a taxonomy and instrument to assess the feedback management behaviors of good and bad performers. Journal of Management, 29(4), 487–510. https://doi.org/10.1016/S0149-2063_03_00022-9CrossRefGoogle Scholar
Muthén, L. K., & Muthén, B. (2017). Mplus user’s guide: Statistical analysis with latent variables, user’s guide. Muthén & Muthén.Google Scholar
Park, S., & Park, S. (2019). Employee adaptive performance and its antecedents: Review and synthesis. Human Resource Development Review, 18(3), 294–324. https://doi.org/10.1177/1534484319836315CrossRefGoogle Scholar
Parker, S. K., & Collins, C. G. (2010). Taking stock: Integrating and differentiating multiple proactive behaviors. Journal of Management, 36(3), 633–662. https://doi.org/10.1177/0149206308321554CrossRefGoogle Scholar
Peters, G. J. Y. (2014). The alpha and the omega of scale reliability and validity: Why and how to abandon Cronbach’s alpha. European Health Psychologist, 16(2), 56–69.Google Scholar
Ployhart, R. E., & Vandenberg, R. J. (2010). Longitudinal research: The theory, design, and analysis of change. Journal of Management, 36(1), 94–120. https://doi.org/10.1177/0149206309352110CrossRefGoogle Scholar
Podsakoff, N. P., LePine, J. A., & LePine, M. A. (2007). Differential challenge stressor-hindrance stressor relationships with job attitudes, turnover intentions, turnover, and withdrawal behavior: A meta-analysis. Journal of Applied Psychology, 92(2), 438–454. https://doi.org/10.1037/0021-9010.92.2.438CrossRefGoogle ScholarPubMed
Podsakoff, P. M., MacKenzie, S. B., & Podsakoff, N. P. (2012). Sources of method bias in social science research and recommendations on how to control it. Annual Review of Psychology, 63, 539–569. https://doi.org/10.1146/annurev-psych-120710-100452CrossRefGoogle ScholarPubMed
Podsakoff, P. M., MacKenzie, S. B., Lee, J.-Y., & Podsakoff, N. P. (2003). Common method biases in behavioral research: A critical review of the literature and recommended remedies. Journal of Applied Psychology, 88(5), 879–903. https://doi.org/10.1037/0021-9010.88.5.879CrossRefGoogle ScholarPubMed
Pulakos, E. D., Arad, S., Donovan, M. A., & Plamondon, K. E. (2000). Adaptability in the workplace: Development of a taxonomy of adaptive performance. Journal of Applied Psychology, 85(4), 612–624. https://doi.org/10.1037/0021-9010.85.4.612CrossRefGoogle ScholarPubMed
Roznowski, M., & Hanisch, K. A. (1990). Building systematic heterogeneity into work attitudes and behavior measures. Journal of Vocational Behavior, 36(3), 361–375. https://doi.org/10.1016/0001-8791(90)90037-3CrossRefGoogle Scholar
Ryan, R. M., & Deci, E. L. (2001). On happiness and human potentials: A review of research on hedonic and eudaimonic well-being. Annual Review of Psychology, 52(1), 141–166. https://doi.org/10.1146/annurev.psych.52.1.141CrossRefGoogle ScholarPubMed
Shrout, P. E., & Bolger, N. (2002). Mediation in experimental and nonexperimental studies: New procedures and recommendations. Psychological Methods, 7(4), 422–445. https://doi.org/10.1037/1082-989X.7.4.422CrossRefGoogle ScholarPubMed
Somers, M. J. (2009). The combined influence of affective, continuance and normative commitment on employee withdrawal. Journal of Vocational Behavior, 74(1), 75–81. https://doi.org/10.1016/j.jvb.2008.10.006CrossRefGoogle Scholar
Sonnentag, S. (2015). Dynamics of well-being. Annual Review of Organizational Psychology and Organizational Behavior, 2(1), 261–293. https://doi.org/10.1146/annurev-orgpsych-032414-111347CrossRefGoogle Scholar
Spector, P. E., & Fox, S. (2002). An emotion-centered model of voluntary work behavior: Some parallels between counterproductive work behavior and organizational citizenship behavior. Human Resource Management Review, 12(2), 269–292. https://doi.org/10.1016/S1053-4822(02)00049-9CrossRefGoogle Scholar
Spector, P. E., Fox, S., Penney, L. M., Bruursema, K., Goh, A., & Kessler, S. (2006). The dimensionality of counterproductivity: Are all counterproductive behaviors created equal? Journal of Vocational Behavior, 68(3), 446–460. https://doi.org/10.1016/j.jvb.2005.10.005CrossRefGoogle Scholar
Strauss, K., Griffin, M. A., Parker, S. K., & Mason, C. M. (2015). Building and sustaining proactive behaviors: The role of adaptivity and job satisfaction. Journal of Business and Psychology, 30(1), 63–72. https://doi.org/10.1007/s10869-013-9334-5CrossRefGoogle Scholar
Tornau, K., & Frese, M. (2013). Construct clean‐up in proactivity research: A meta‐analysis on the nomological net of work‐related proactivity concepts and their incremental validities. Applied Psychology, 62(1), 44–96. https://doi.org/10.1111/j.1464-0597.2012.00514.xCrossRefGoogle Scholar
Tsui, A. S., Ashford, S. J., Clair, L. S., & Xin, K. R. (1995). Dealing with discrepant expectations: Response strategies and managerial effectiveness. Academy of Management Journal, 38(6), 1515–1543. https://doi.org/10.5465/256842Google Scholar
Vandenberghe, C., Landry, G., Bentein, K., Anseel, F., Mignonac, K., & Roussel, P. (2019). A dynamic model of the effects of feedback-seeking behavior and organizational commitment on newcomer turnover. Journal of Management. https://doi.org/10.1177/0149206319850621CrossRefGoogle Scholar
VandeWalle, D., & Cummings, L. L. (1997). A test of the influence of goal orientation on the feedback-seeking process. Journal of Applied Psychology, 82(3), 390–400. https://doi.org/10.1037/0021-9010.82.3.390CrossRefGoogle ScholarPubMed
Vohs, K. D., & Baumeister, R. F. 2004. Understanding self-regulation. In Baumeister, R. F. & Vohs, K. D. (Eds.), Handbook of self-regulation (pp.1–9). Guilford.Google Scholar
Walsh, J. P., Ashford, S. J., & Hill, T. E. (1985). Feedback obstruction: The influence of the information environment on employee turnover intentions. Human Relations, 38(1), 23–46. https://doi.org/10.1177/001872678503800102CrossRefGoogle Scholar
Whitaker, B. G., Dahling, J. J., & Levy, P. (2007). The development of a feedback environment and role clarity model of job performance. Journal of Management, 33(4), 570–591. https://doi.org/10.1177/0149206306297581CrossRefGoogle Scholar
Williams, L. J., Cote, J. A., & Buckley, M. R. (1989). Lack of method variance in self-reported affect and perceptions at work: Reality or artifact? Journal of Applied Psychology, 74(3), 462–468. https://doi.org/10.1037/0021-9010.74.3.462CrossRefGoogle Scholar
Zimmerman, R. D., Swider, B. W., Woo, S. E., & Allen, D. G. (2016). Who withdraws? Psychological individual differences and employee withdrawal behaviors. Journal of Applied Psychology, 101(4), 498–519. https://doi.org/10.1037/apl0000068CrossRefGoogle ScholarPubMed
Zhu, J., Frese, M., & Li, W. D. (2014). Proactivity and adaptability. In Chan, D. (Ed.), Individual adaptability to changes at work: New directions in research (pp. 36–51). Routledge.Google Scholar