The influence of motives and goal orientation on feedback seeking.

By Michelle R. Tuckey, N. Brewer, Paul Williamson. 2002

227 citations recorded by the source corpus.

Subfields: Experimental and Cognitive Psychology, Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/f2fd085675d63cf7f7a8036450acdfdd0ddcd850

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In Experimental and Cognitive Psychology

In Organizational Behavior and Human Resource Management

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Citations in the corpus

‘The Ostrich Problem’: motivated avoidance or rejection of information about goal progress (2013, background): “This finding suggests that when participants expect that they have performed poorly, they do not wish to have this information confirmed (see also Carlson, 2013; Karlsson et al., 2009; Moss et al., 2009; Moss et al., 2003; Northcraft & Ashford, 1990; Tuckey et al., 2002).”
Performance-approach goals: good or bad forms of regulation? (2003, unknown): “The tabled studies are as follows: A=Al-Emadi (2001); B=Bembenutty (1999); C=Bong (2001); D=Brett and VandeWalle (1999); E=Church et al.(2001) (Study 2); F=Cury, DaFonseca, & Rufo (2002); G=Elliot and Church (1997); H=Elliot and Church (2003); I=Elliot and McGregor (1999) (Study 1); J=Elliot and McG”
Feedback‐Seeking Behavior in Language Learning: Basic Components and Motivational Antecedents (2019, background): “Learners with a fixed mindset do not see learning value in feedback monitoring simply because they do not believe feedback can help them develop their L2 learning competence (e.g., Butler, 1993; Janssen & Prins, 2007; Tuckey et al., 2002; Van-deWalle & Cummings, 1997; VandeWalle et al., 2000).”
A Process Model of Goal Orientation and Feedback Seeking (2007, background): “Other studies have demonstrated a positive relation between expectancy value and feedback seeking (e.g., Tuckey et al., 2002; VandeWalle & Cummings 1997; VandeWalle et al., 2000).”
Linking Feedback Quality and Goal Orientation to Feedback Seeking and Job Performance (2012, background): “For these individuals, feedback—even feedback of low quality—is valued because the feedback exchange is primarily seen as a mechanism by which to direct attention to one’s performance and create an important opportunity to manage the impression of others (Morrison & Bies, 1991; Tuckey et al., 2002),”
Goal orientations and the seeking of different types of feedback information (2007, background): “Some empirical support for these arguments can be inferred from the abovementioned survey study by Tuckey et al. (2002), in which a performance-approach goal Onne Janssen and Jelle Prins 4”