Self-Report Bias and Accuracy in a Simulated Work Setting Effects of Combined Feedback on Task and Self-Reported Performance
Department or Administrative Unit
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.
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
Journal of Organizational Behavior Management
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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