Can reflection boost competences development in organizations
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Date
2015
Journal Title
Journal ISSN
Volume Title
Publisher
European Journal of Training and Development
Abstract
The purpose of this paper is to examine the gaps in some existing competence frameworks
and investigate the power of reflection on one’s behavior to improve the process of the competences
development.
Design/methodology/approach – The authors used a correlational design and a
quasi-experimental non-equivalent group design involving a baseline assessment (pre-test) of
participants’ ability to reflect on their actions instead of applying the standardized competences.
Participants were placed in a treatment group and control groups. The treatment group was exposed to
a coaching intervention in reflection and operant competence development. Six months later, the
authors conducted post-test assessment to assess effect size caused by the coaching intervention
regarding the treatment group’s ability to reflect and transform standardized competences into operant
competences.
Findings – The results showed that reflection and operant competences correlates significantly.
Second, there was a larger effect size between the pre-test and post-test assessment results for the
treatment group implying change in reflective practice and acquisition of operant competences.
Practical implications – The results demonstrated the need to utilize reflection as a component that
will add value to the existing competence frameworks.
Originality/value – The research adds value to the existing competence development frameworks by
introducing reflective practice among managers to create competences that are compatible with the
operational context.
Description
Keywords
Reflection, Coaching, Operant competences, Operational context
Citation
Nansubuga, F., Munene, J. C., & Ntayi, J. M. (2015). Can reflection boost competences development in organizations?. European Journal of Training and Development. DOI 10.1108/EJTD-01-2015-0004