Reflections on the looking glass: A review of research on feedback-seeking behavior in organizations

This paper presents and organizes the results of two decades of research on feedback-seeking behavior according to three motives: the instrumental motive to achieve a goal, the ego-based motive to protect one’s ego, and the image-based motive to enhance and protect one’s image in an organization. Each motive is discussed with reference to its impact on the frequency of feedback seeking, seeking method (whether by inquiry or monitoring), timing of feedback seeking, choice of the target of feedback seeking, and the topic on which feedback is sought. The role of context in influencing these patterns is also discussed. Issues in the literature are identified throughout, and the review ends by identifying five promising areas for future research. © 2003 Elsevier Inc. All rights reserved. In 1983, Ashford and Cummings (1983) criticized the feedback literature for its historic focus on performance appraisal and challenged it to move beyond the feedback employees receive from their bosses during the annual performance review to an understanding of the multiple and various ways that employees seek and use feedback in their everyda