Self-regulation for managerial effectiveness: the role of active feedback seeking

Article Abstract:

This field study examined the feedback-seeking behavior of 387 managers as observed by their supervisors, subordinates, and peers. Results suggest that managers' tendency to seek negative feedback increased the accuracy of their understanding about how these feedback sources evaluated their work. Seeking negative feedback further enhanced the three constituencies' opinions of the managers' overall effectiveness. Seeking positive feedback, in contrast, decreased constituents' opinions of the managers' effectiveness. Such results demonstrate the importance of both instrumental and impression-management concerns in the feedback-seeking process and support the proposition that active feedback seeking is a central part of a total process of self-regulation for managerial effectiveness. (Reprinted by permission of the publisher.)

Methods, Usage, Management, Feedback (Psychology), Feedback (Communication)

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Content, causes, and consequences of job insecurity: a theory-based measure and substantive test

Article Abstract:

This research assessed the causes and consequences of job insecurity using a new theory-based measure incorporating recent conceptual arguments. We also compared the measure's reliability and construct validity to those of two existing global measures of job insecurity. Results indicated that personal, job, and organizational realities associated with a perceived lack of control are correlated with measured job insecurity. Job insecurity in turn leads to attitudinal reactions - intentions to quit, reduced commitment, and reduced satisfaction. These results generally support the utility of our new measure and provide important directions for future research. (Reprinted by permission of the publisher.)

Psychological aspects, Employment, Job security

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Interactive effects of "Type A" behavior and perceived control of worker performance, job satisfaction, and somatic complaints

Article Abstract:

This research examined the moderating role of perceived control on the relations between Type A behavior and worker performance, job satisfaction, and somatic complaints. Results suggest that people with high levels of Type A behavior who also have high perceived control perform better and have greater job satisfaction than those low in perceived control. However, the former also reported more somatic complaints than the latter. Implications of our findings and directions for future research are discussed. (Reprinted by permission of the publisher.)

Research, Physiological aspects, Job stress, Stress (Physiology), Workers, Type A behavior, Type A personality

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