Accuracy in performance evaluations

Article Abstract:

The human ability to make decisions and arrive at good judgments was studied in the context of student-teacher relationship. Two control groups were shown videotapes of classroom situations and were not informed that the focus of the study was their prediction of teacher response to the situations. The results of the study were not significant enough to warrant conclusions, but they suggested that the methods used to arrive at evaluations influenced the rating itself. The study identified certain other factors that could influence evaluations.

Evaluation, Teachers, Judgment, Judgment (Psychology), Teacher-student relationships, Teacher-student relations, Teachers, Rating of

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Fear of conflict and emphatic buffering: two explanations for the inflation of performance feedback

Article Abstract:

Performance feedback inflation is primarily driven by the rater's fear of interpersonal conflict. Moreover, direct feedback medium such as giving feedback face-to-face, led to a more positive performance feedback than the indirect feedback medium, which refers to the provision of feedback via a tape recorder. This suggests that the content of the feedback can be influenced by how the feedback will be transmitted. It was also found that inflated feedback may help in the preservation of self esteem or the self efficacy of the ratee.

Employee Evaluation, Behavior Theory, Management, Human behavior, Employee performance appraisals, Performance appraisals, Feedback (Psychology), Feedback (Communication)

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Gain/loss asymmetry and riskless choice: loss aversion in choices among job finalists

Article Abstract:

Riskless choice is governed by loss aversion in an experiment performed to validate gain/loss asymmetry in multiattribute choice task such as in choosing among job applicants. Both in direct and indirect reference points, choice of job applicants went in favor of the applicant who showed attribute closer to the status quo presented by the reference point. Even when choices were governed by specific sets of predictors, choices still went for a generalization of the predictors rather than a specific set.

Group Dynamics, Applicant Selection, Decision-making, Decision making, Human resource management, Employee selection, Interpersonal relations, Social groups

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