Managing performance and learning through reflective practices

Abstract

Purpose The purpose of this paper is to study the role of performance management (PM) in the use of reflective work practices.

Design/methodology/approach The empirical evidence was collected during a one-year, action-oriented research project.

Findings According to the results, PM can support the use of reflective work practices by affecting and guiding the human behavior in an organization. In this study, five roles of PM are emphasized in order to support reflective practices at work: making reflective work practices visible, supporting reflective dialogue, creating a favorable measurement culture, clarifying the goals at all organizational levels and motivating employees to use reflective work practices by means of compensation and rewards.

Practical implications The results of the study can help professionals realize that reflective work practices may benefit organizational performance.

Originality/value There is limited research and discussion on how a PM process through the use of reflective practices contributes to human resource management (HRM) and organizational effectiveness. In addition, PM literature has neglected the potential of reflective work practices in achieving performance at different levels (individual, group and organization). Reflective work practices, where individuals learn from their own and from each other’s professional experiences, may be the most important source of professional development and improvement. This paper argues that PM can also support this type of learning, and thus guide and motivate people in attaining business goals.