Feedback-Seeking Behavior of New Hires and Job Changers

Jeanne M. Brett, Daniel C. Feldman, Laurie R. Weingart*

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

45 Scopus citations

Abstract

This study explores the relationship between feedback-seeking behavior and adjustment to a new job for two groups of employees: new hires to thefirm and job changers. Data were collectedfrom 67 managers at a Midwestern consumer products corporation 3 months and 6 months after taking the new job. Results suggest that adjustment leads to feedback-seeking behavior for both new hires and job changers. However, for job changers, poor adjustment appears to stimulate feedback-seeking; in contrast, for new hires, good adjustment seems to stimulate feedback-seeking.

Original languageEnglish (US)
Pages (from-to)737-749
Number of pages13
JournalJournal of Management
Volume16
Issue number4
DOIs
StatePublished - Dec 1990

ASJC Scopus subject areas

  • Finance
  • Strategy and Management

Fingerprint Dive into the research topics of 'Feedback-Seeking Behavior of New Hires and Job Changers'. Together they form a unique fingerprint.

Cite this