How employees react to unsolicited and solicited advice in the workplace: Implications for using advice, learning, and performance.
研究发现，员工对主动提供建议者倾向于归因自私动机，而对被请求建议者归因亲社会动机，这影响了建议的使用、学习和绩效提升。
employees react to unsolicited and solicited advice. Here, we suggest that recipients are likely to attribute self-serving motives to those providing unsolicited advice and prosocial motives to those providing solicited advice. These motives shape the extent to which recipients use advice, learn from it, and perform better as a result of receiving it. In an organizational network study of unsolicited and solicited advice ties (Study 1), an experience-sampling study of daily episodes of receiving unsolicited and solicited advice across two workweeks (Study 2), and an experiment where we manipulated advice solicitation and whether the advisor was a friend or a coworker (Study 3), we found general support for our model. Moderation analyses revealed that recipient reactions were not affected by friendship with the advisor, the number of overlapping advice ties between the advisor and recipient, or the position of the advisor in the social network. By showing how perceptions of the advisor's motive can explain variability in the impact of unsolicited and solicited advice on recipients, this research clarifies the recipient reactions that advisors must navigate if their advice is to have impact at work. (PsycInfo Database Record (c) 2022 APA, all rights reserved).