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Reflection as a strategy to enhance task performance after feedback

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  • Anseel, Frederik
  • Lievens, Filip
  • Schollaert, Eveline
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    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.

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    Bibliographic Info

    Article provided by Elsevier in its journal Organizational Behavior and Human Decision Processes.

    Volume (Year): 110 (2009)
    Issue (Month): 1 (September)
    Pages: 23-35

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    Handle: RePEc:eee:jobhdp:v:110:y:2009:i:1:p:23-35

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    Web page: http://www.elsevier.com/locate/obhdp

    Related research

    Keywords: Reflection Feedback Feedback reactions Performance appraisal Elaboration Employee development Dual-process models;

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    1. Pieters, R. & Verplanken, B., 1995. "Intention-Behaviour consistency: Effects of consideration set size, involvement and need for cognition," Open Access publications from Tilburg University urn:nbn:nl:ui:12-378584, Tilburg University.
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