An unanswered question in employee development is how reflection can be used for improving performance in organizations. Drawing from research and theory on dual-process models, we develop and test a reflection strategy to Stimulate deeper learning after feedback. Results of two studies (N = 640 and N = 488) showed that reflection combined with feedback enhanced performance improvement on a web-based work simulation better than feedback alone. Reflection without feedback did not lead to performance improvement. Further analyses indicated that the proposed reflection strategy was less effective for individuals low in learning goal orientation, low in need for cognition, and low in personal importance as they engaged less in reflection. Together, these findings provide a theoretical basis for the future study of reflection in organizations and suggest a practical and cost-effective strategy for facilitating employee development after feedback in organizations. (C) 2009 Elsevier Inc. All rights reserved.
Reflection, Feedback, Feedback reactions, Performance appraisal, Elaboration, Employee development, Dual-process models
Human Resources Management | Organizational Behavior and Theory
Organisational Behaviour and Human Resources
Organizational Behavior and Human Decision Processes
ANSEEL, Frederik; LIEVENS, Filip; and SCHOLLAERT, Eveline.
Reflection as a strategy to enhance task performance after feedback. (2009). Organizational Behavior and Human Decision Processes. 110, (1), 23-35. Research Collection Lee Kong Chian School Of Business.
Available at: http://ink.library.smu.edu.sg/lkcsb_research/5651
Creative Commons License
This work is licensed under a Creative Commons Attribution-Noncommercial-No Derivative Works 4.0 License.