Self-Report Bias and Accuracy in a Simulated Work Setting Effects of Combined Feedback on Task and Self-Reported Performance
Department or Administrative Unit
Psychology
Document Type
Article
Publication Date
2003
Journal
Journal of Organizational Behavior Management
Abstract
Signal detection theory was applied to an experiment that examined the effects of feedback on self-report bias and accuracy in a simulated work setting. Manipulating combined feedback on task performance and self-reports resulted in increased task performance and self-report accuracy, but did not systematically affect self-report bias. This research shows promise for determining the variables of which self-report behavior is a function in organizational settings where more objective sources of data are impractical, unethical, or not readily available. Implications for the provenance of self-report considerations for behavioral applications in organizational settings are also addressed.
Recommended Citation
Beal, S. A., & Eubanks, J. L. (2003). Self-Report Bias and Accuracy in a Simulated Work Setting. Journal of Organizational Behavior Management, 22(1), 3–31. https://doi.org/10.1300/j075v22n01_02
Comments
This article was originally published in Journal of Organizational Behavior Management. The full-text article from the publisher can be found here.
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