Feedback-Seeking Behavior of New Hires and Job Changers

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.