Reflection as a strategy to enhance task performance after feedback

Frederik Anseel, Filip Lievens, Eveline Schollaert

Research output: Contribution to journalArticlepeer-review

177 Citations (Scopus)

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.
Original languageEnglish
Pages (from-to)23-35
Number of pages13
JournalORGANIZATIONAL BEHAVIOR AND HUMAN DECISION PROCESSES
Volume110
Issue number1
DOIs
Publication statusPublished - 2009

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