Open Access. Powered by Scholars. Published by Universities.®
Articles 1 - 7 of 7
Full-Text Articles in Business
The Profile Of The ‘Good Judge’ In Hrm: A Systematic Review And Agenda For Future Research, François S. De Kock, Filip Lievens, Marise P. Born
The Profile Of The ‘Good Judge’ In Hrm: A Systematic Review And Agenda For Future Research, François S. De Kock, Filip Lievens, Marise P. Born
Research Collection Lee Kong Chian School Of Business
In light of the pivotal importance of judgments and ratings in human resource management (HRM) settings, a better understanding of the individual differences associated with being a good judge is sorely needed. This review provides an overview of individual difference characteristics that have been associated with the accurate judges in HRM. We review empirical findings over >80 years to identify what we know and do not know about the individual difference correlates of being an accurate judge. Overall, findings suggest that judges' cognitive factors show stronger and more consistent relationships with rating accuracy than personality-related factors. Specific intelligences in the …
Affective Boundaries Of Scope Insensitivity, Hannah H. Chang, Michel Tuan Pham
Affective Boundaries Of Scope Insensitivity, Hannah H. Chang, Michel Tuan Pham
Research Collection Lee Kong Chian School Of Business
People can be surprisingly insensitive to quantities in valuation judgments—a phenomenon called scope insensitivity, which is generally attributed to the operation of affective processes in judgment. Building on research showing that affect is inherently a decision-making system of the present, we propose that scope insensitivity is more likely to be observed in decisions that are psychologically proximate to the immediate self. Consistent with this proposition, results from seven experiments (and two replications) show that scope insensitivity is more prevalent in decisions that are temporally proximate, both prospectively (near future vs. distant future) and retrospectively (recent past vs. distant past), and …
Mirror, Mirror On The Retail Wall: Self-Focused Attention Promotes Reliance On Feelings In Consumer Decisions, Hannah H. Chang, Iris W. Hung
Mirror, Mirror On The Retail Wall: Self-Focused Attention Promotes Reliance On Feelings In Consumer Decisions, Hannah H. Chang, Iris W. Hung
Research Collection Lee Kong Chian School Of Business
The authors propose that increased attention that consumers pay to themselves promotes relative reliance on affective feelings in making decisions. This hypothesis was tested in a variety of consumption domains and decision tasks, including real-life, consequential charitable donations. Consistent support from five experiments with more than 1,770 participants shows that (a) valuations of the decision outcome increase when consumers with high (low) self-focus adopt a feeling-based (reason-based) strategy. The hypothesized effect of self-focus on relative reliance on feelings in decision making is (b) moderated by self-construal. Further, greater attention to the self (c) increases evaluations of products that are affectively …
The Too-Much Precision Effect: When And Why Precise Anchors Backfire With Experts, David D. Loschelder, Malte Friese, Michael Schaerer, Adam D. Galinsky
The Too-Much Precision Effect: When And Why Precise Anchors Backfire With Experts, David D. Loschelder, Malte Friese, Michael Schaerer, Adam D. Galinsky
Research Collection Lee Kong Chian School Of Business
Past research has suggested a fundamental principle of price precision: The more precise an opening price, the more it anchors counteroffers. The present research challenges this principle by demonstrating a too-much-precision effect. Five experiments (involving 1,320 experts and amateurs in real-estate, jewelry, car, and human-resources negotiations) showed that increasing the precision of an opening offer had positive linear effects for amateurs but inverted-U-shaped effects for experts. Anchor precision backfired because experts saw too much precision as reflecting a lack of competence. This negative effect held unless first movers gave rationales that boosted experts’ perception of their competence. Statistical mediation and …
Improving Decision Making Through Mindfulness, Natalie Karelaia, Jochen Reb
Improving Decision Making Through Mindfulness, Natalie Karelaia, Jochen Reb
Research Collection Lee Kong Chian School Of Business
With perhaps a few exceptions per day, we are seldom fully aware of our thoughts, actions, emotions, and what is happening around us. Even when it comes to making decisions, an activity that is often quite conscious, deliberate, and intentional, people are typically not as aware as they could be. We argue that as a result, decision quality may suffer. Consequently, mindfulness, most often defined as the state of being openly attentive to and aware of what is taking place in the present, both internally and externally (e.g., Brown and Ryan 2003; Kabat-Zinn 1982; 1990), can help people make better …
Adding Small Differences Can Increase Similarity And Choice, Jongmin Kim, Nathan Novemsky, Ravi Dhar
Adding Small Differences Can Increase Similarity And Choice, Jongmin Kim, Nathan Novemsky, Ravi Dhar
Research Collection Lee Kong Chian School Of Business
Similarity plays a critical role in many judgments and choices. Traditional models of similarity posit that increasing the number of differences between objects cannot increase judged similarity between them. In contrast to these previous models, the present research shows that introducing a small difference in an attribute that previously was identical across objects can increase perceived similarity between those objects. We propose an explanation based on the idea that small differences draw more attention than identical attributes do and that people’s perceptions of similarity involve averaging attributes that are salient. We provide evidence that introducing small differences between objects increases …
Performance Appraisals As Heuristic Judgments Under Uncertainty, Jochen Reb, Gary J. Greguras, Shenghua Luan, Michael A. Daniels
Performance Appraisals As Heuristic Judgments Under Uncertainty, Jochen Reb, Gary J. Greguras, Shenghua Luan, Michael A. Daniels
Research Collection Lee Kong Chian School Of Business
Employees are constantly making decisions and judgments that have the potential to affect themselves, their families, their work organizations, and on some occasion even the broader societies in which they live. A few examples include: deciding which job applicant to hire, setting a production goal, judging one’s level of job satisfaction, deciding to steal from the cash register, agreeing to help organize the company’s holiday party, forecasting corporate tax rates two years later, deciding to report a coworker for sexual harassment, and predicting the level of risk inherent in a new business venture. In other words, a great many topics …