This study examines how feedback interest after career assessment can be influenced by changing individuals' beliefs about the importance and modifiability of the various performance dimensions. In an experiment, 82 master students completed a computerized assessment tool developed for assessing managerial potential. Results showed that participants in the experimental condition were more interested in feedback about important dimensions as opposed to unimportant dimensions and were more interested in feedback about nonmodifiable dimensions as opposed to modifiable dimensions. These findings might assist career counselors and organizations in designing strategies that direct feedback interest toward performance dimensions that are most important for their clients' career or that are most valued in their organization.
Career assessment, feedback seeking, implicit person theory, in-basket, intervention
Human Resources Management | Organizational Behavior and Theory
Organisational Behaviour and Human Resources
Journal of Career Development
SAGE Publications (UK and US)
ANSEEL, Frederik and LIEVENS, Filip.
An examination of strategies for encouraging feedback interest after career assessment. (2007). Journal of Career Development. 33, (3), 250-268. Research Collection Lee Kong Chian School Of Business.
Available at: http://ink.library.smu.edu.sg/lkcsb_research/5619
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