Publication Type
Journal Article
Version
acceptedVersion
Publication Date
9-2009
Abstract
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.
Keywords
Reflection, Feedback, Feedback reactions, Performance appraisal, Elaboration, Employee development, Dual-process models
Discipline
Human Resources Management | Organizational Behavior and Theory
Research Areas
Organisational Behaviour and Human Resources
Publication
Organizational Behavior and Human Decision Processes
Volume
110
Issue
1
First Page
23
Last Page
35
ISSN
0749-5978
Identifier
10.1016/j.obhdp.2009.05.003
Publisher
Elsevier
Citation
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.
Available at: https://ink.library.smu.edu.sg/lkcsb_research/5651
Copyright Owner and License
Authors
Creative Commons License
This work is licensed under a Creative Commons Attribution-NonCommercial-No Derivative Works 4.0 International License.
Additional URL
https://doi.org/10.1016/j.obhdp.2009.05.003