Reflection as a strategy to enhance task performance after feedbackFrederik Anseel, Filip Lievens and Eveline Schollaert Organizational Behavior and Human Decision Processes, 2009, vol. 110, issue 1, pages 23-35 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 (NÂ =Â 640 and NÂ =Â 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. Keywords: Reflection; Feedback; Feedback; reactions; Performance; appraisal; Elaboration; Employee; development; Dual-process; models (search for similar items in EconPapers) Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: http://EconPapers.repec.org/RePEc:eee:jobhdp:v:110:y:2009:i:1:p:23-35 Access Statistics for this article Organizational Behavior and Human Decision Processes is edited by John M. Schaubroeck More articles in Organizational Behavior and Human Decision Processes from Elsevier |
Is your work missing from RePEc? Here is how to contribute.
Questions or problems? Check the EconPapers FAQ or send mail to .
EconPapers is hosted by the
Swedish Business School at Örebro University.