Overcoming the Paradox of Measuring Self-Awareness Development by Focusing on Outcomes

Abstract

Many HRD interventions aim to enhance self-awareness to shape employee behavior, to develop skills, or as a performance-related outcome. But measuring this development faces significant metacognitive challenges: self-awareness changes when one's attention is directed to it, and self-report relies on accurate self-awareness. To address this issue, we develop a measure of outcomes associated with self-awareness development and test its internal and external validity. In study 1, datasets from six countries (N = 1164) were collated from users of a previous self-awareness outcomes (SAO) questionnaire. Factor analysis was used to reduce the original item set and identify two latent variable dimensions (balanced awareness and emotional challenges). In study 2 (N = 442), these dimensions and a third work-focused subscale were evaluated using CFA. Subsequently, regression analyses tested the relationships between SAOs and self-awareness building processes and practices. In addition, the dimensions were found to account for well-being after controlling for Big Five personality traits: emotional challenges were associated with reduced well-being, while balanced awareness and work reflection were associated with higher well-being. By indexing distinct outcomes associated with self-awareness development, this measure addresses the metacognitive challenge of assessing self-awareness and can be used to evaluate and demonstrate the effectiveness of a range of HRD interventions that rely on improved self-awareness. In addition, it highlights the importance of supporting employees through the emotional challenges of the self-awareness journey.