Judgment Issues判断问题.pptVIP

Judgment Issues and Specific Applications in Organizations Judgment Issues Halo effect The assessment of an individual on one dimension of performance “carries over” to other non-related dimensions and thus dominates the evaluation of the person Positive --- or “negative halo” (horn) Judgment Issues (cont) Recency effect Our evaluation of performance (positive or negative) at the end of the review period dominates the rating for the entire period Information is easier to retrieve from memory Similarity error (clone) Giving better ratings to those who are like you in behavior and/or personality Spillover effects Continuing to downgrade an employee for performance errors in prior rating periods Judgment Issues (cont) Implicit favorite Start out with a favorite (job candidate, candidate for promotion, etc..) Options are evaluated using decision criteria biased toward the favorite Job postings and criteria for the job Confirmation bias Tendency to seek confirmatory (supporting) information for what you think is true and neglect the search for disconfirming (unsupporting) information “This is an A or F student” and grading of essay exams Judgment Issues (cont.) Contrast effect An “average” performer will be perceived more favorably if he or she is preceded by below average performers and less favorably if he or she is preceded by an above average performer Class presentations Annual performance reviews Job interviews Training Raters Rater judgment errors Identify and describe judgment errors Recognition of halo errors found to be particularly effective Recognize that the longer the evaluation time period, the less accurate the ratings Performance dimensions Group discussions to identify and describe appropriate and desired dimensions of performance Unless a behavior affects performance it should not influence ratings Performance Appraisal the Fair-process Effect Independent of the amount of the raise, employees who perceive that performance appraisals are conducte