The Effect of Accuracy of Performance Evaluation on Learning From Experience: The Moderating Role of After-Event Reviews

Authors

  • Shmuel Ellis,

    Corresponding author
    1. Recanati Graduate School of Business Administration
      Faculty of Management
      Tel Aviv University
      Ramat Aviv, Israel
      Shmuel Ellis, Recanati Graduate School of Business Administration, Faculty of Management, Tel Aviv University, Ramat Aviv, Tel Aviv 69978, Israel. E-mail: sellis@post.tau.ac.il
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  • Rachel Mendel,

    1. Recanati Graduate School of Business Administration
      Faculty of Management
      Tel Aviv University
      Ramat Aviv, Israel
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  • Merav Aloni-Zohar

    1. Recanati Graduate School of Business Administration
      Faculty of Management
      Tel Aviv University
      Ramat Aviv, Israel
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Shmuel Ellis, Recanati Graduate School of Business Administration, Faculty of Management, Tel Aviv University, Ramat Aviv, Tel Aviv 69978, Israel. E-mail: sellis@post.tau.ac.il

Abstract

Two studies (one field, one experimental) found that the more accurately individuals evaluated their performance, the better they performed on a subsequent task. The first study also found that the more individuals overestimated their previous performance, the lower was their performance on the next task. In contrast, the evaluation accuracy of the underestimators was unrelated to their subsequent performance. The second study found that when participants received feedback from an external authority, the effect of the inaccuracy of self-performance evaluation on subsequent performance was reduced. The results of the 2 studies are explained in motivational and cognitive terms.

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