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Control of Eating Behavior Using a Novel Feedback System
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I do not need feedback! Or do I? Self-efficacy, perspective taking, and feedback seeking.
Elad N Sherf1, Elizabeth W Morrison2
1Kenan-Flagler Business School.
The Journal of Applied Psychology
|June 21, 2019
Summary
High self-efficacy may reduce feedback seeking by undervaluing feedback. Perspective taking moderates this relationship, influencing feedback-seeking behavior and perceptions of feedback value.
Area of Science:
- Organizational Psychology
- Social Psychology
- Human Resources Management
Background:
- Existing literature posits a positive link between self-efficacy and feedback seeking.
- Empirical evidence has shown inconsistent results regarding this relationship.
- High self-efficacy may paradoxically decrease feedback seeking by reducing perceived feedback value.
Purpose of the Study:
- To investigate the moderating role of perspective taking in the self-efficacy and feedback seeking relationship.
- To examine whether high self-efficacy can decrease feedback seeking under certain conditions.
- To explore the mediating role of feedback value perception in this interaction.
Main Methods:
- Five studies were conducted using diverse methodologies and samples.
- The studies examined the interaction between self-efficacy and perspective taking on feedback seeking.
- Perceptions of feedback value were analyzed as a potential mediator.
Main Results:
- The relationship between self-efficacy and feedback seeking is contingent on perspective taking.
- Without perspective taking, high self-efficacy was negatively related to feedback seeking.
- With perspective taking, high self-efficacy showed a more positive relationship with feedback seeking, mediated by perceived feedback value.
Conclusions:
- The impact of self-efficacy on feedback seeking is not always positive and depends on cognitive factors like perspective taking.
- Encouraging perspective taking may enhance the benefits of high self-efficacy for feedback seeking.
- Findings challenge traditional models and offer nuanced implications for feedback processes in organizations.
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