La producción del goce para transformar la cotidianidad

In order to study FSB in service interaction contexts, this study introduces a measure that can be used across all types of service industries. This new scale is a reconceptualization of Gong et al.’s (2017) two-dimensional scale based on goal orientation theory, where employees' performance feedback seeking belongs to one of four types based on foci (self and other) and valence (positive or negative). The four possible combinations are thus self-negative and self-positive feedback seeking, and other-negative and other-positive feedback seeking. Table 4.2 below summarizes the definitions of each FSB type, as well as the corresponding items for each sub-measure. Goal orientation was an appropriate framework to develop this FSB scale because it explains why individuals may take disparate actions based on their desire to learn, demonstrate competence, or manage others’ impressions of one’s image. Several studies have shown individuals higher in learning orientation seek more feedback, while individuals that are higher in performance orientation seek feedback less frequently (Tuckey et al., 2002; VandeWalle and Cummings, 1997; VandeWalle et al., 2001). Gong et al.’s (2017) typology was developed based on the premise that individuals higher in learning orientation are more likely to seek negative feedback so as to learn from their mistakes, even if it diminishes their reputation, while performance-oriented individuals are more likely to seek positive feedback, which encourages a positive self-image and does not risk hurting the ego. In relational selling, the customer’s impression of the FLE is important, since presenting oneself in the best positive way can influence relational assets such as trust and satisfaction, which further influence purchase behaviour and loyalty. Goal orientation is additionally appropriate in developing the measures because it is compatible with a self-regulatory process,

where the individual proactively takes actions to maintain a goal of improving performance or impression management.

While Gong et al. (2017) carried out their research in the context of employees' interactions with peers and supervisors, this study aims to develop a scale based on a similar typology which can help to determine the outcomes of FLE feedback seeking as relating to customer interactions. The items in the Gong et al. (2017) scale are concerned with ratings of an employee’s job performance and task engagement. For the purposes of this project, the items needed to reflect behaviours typical of service interactions. As the scale was being adapted, the items changed completely, necessitating a scale development procedure to ensure they were still valid. Additionally, Gong et al.'s (2017) scale had many items measuring feedback seeking through monitoring. This study conceptualises customer feedback seeking as through inquiry only, that is, employees' direct communication with customers. The primary reason for conceptualizing customer feedback seeking as only inquiry is because the measurement scale for the construct should be reported by customers, and it would be difficult and less reliable for customers to report on an employee's monitoring behaviour.

Table 4.2: Gong et al. (2017) FSB Scale

Self-Negative: refers to an employee’s report of his or her information seeking regarding areas that he or she underperforms through inquiring and monitoring different sources.

• I often indirectly ask for information on what I failed to perform.

• I often observe my supervisor or colleagues to seek negative information on my performance.

• I often seek comments concerning what areas I did not do well in upon task completion.

• I often ask for my supervisor’s comments concerning my below- expectation performance areas.

• I often seek negative comments on areas I did not perform well in during task engagement.

• I often ask my colleagues for negative information to understand my performance weaknesses.

Self-Positive: refers to an employee’s report of his or her information seeking regarding areas that he or she performs well through inquiring and monitoring different sources.

• I often indirectly ask information on what I performed well in.

• I often pay attention to whether my job behaviour is emulated by others. • I often seek information concerning what areas I performed well in upon

task completion.

• I often ask my supervisor for information concerning what areas I performed well in.

• I often seek information on my good performance during task engagement. • I often ask my colleagues for information concerning my performance

strengths.

Other-Negative: refers to an employee’s report of his or her information seeking regarding areas that peers underperform through inquiring and monitoring

different sources.

• I often ask information from third parties (e.g., supervisor) regarding what colleagues failed to perform.

• I often pay attention to colleagues’ negative moods upon the completion of a task.

• I often pay attention when colleagues are scolded by my supervisor during and after task engagement.

• I often pay attention to my supervisor’s negative reactions to colleagues’ work.

• I often pay attention to my supervisor’s negative comments on colleagues’ work.

• I often pay attention to my supervisor’s or other colleagues’ criticisms of a colleague's work.

Other-Positive: refers to an employee's report of his or her information seeking regarding areas that peers perform well through inquiring and monitoring different sources.

• I often ask information from third parties (e.g., supervisor) regarding what colleagues performed well in.

• I often pay attention to colleagues’ positive moods upon the completion of a task.

• I often pay attention when colleagues are praised by my supervisor during and after task engagement.

• I often pay attention to my supervisor’s positive comments on colleagues’ work.

• I often pay attention to my supervisor’s affirmation of colleagues’ work. • I often pay attention to my supervisor’s or other colleagues’ discussion of a

colleague's work strengths.