Documented Congitive Biases

Women have expressed their political allegiance long before the dawn of modern era. However, the quest for equality has always been undermined by the male dominance throughout the history. Even in the most developed countries like the United States of America, women were not entitled to the same rights and privileges as men. “In Minor v. Happersett, 88 U.S. 162 (1875), is a United States Supreme Court case in which the Court held that the Constitution did not grant women the right to vote. The Supreme Court upheld state court decisions in Missouri, in which a registrar had refused to, register a woman as a lawful voter because the state 's laws allowed only men to vote”.

For this assignment I will referencing the Arizona Department of Corrections rating system, and touching on the current evaluation process and discussing options to improve on the process. I work in the department of corrections and the evaluation system currently implemented is the managing, accountability, and performance (MAP). This system is far from perfect, and very susceptible to subjective evaluations. Most employees do not agree with the evaluations they receive and for the most part this is due to the supervisors not putting in the required effort to properly evaluate each employee. It is not uncommon for a supervisor to rate all of their subordinates exactly the same, regardless if one employee excels and the other shows little to no interest. Supervisors often justify their vanilla evaluations by stating that the evaluations do not have any effect on your employment, since pay raises are not based from the appraisal. As you can imagine this method does little to raise the moral of the motivated hard working staff, and in my opinion needs to be revamped. I would prefer an evaluation based more on objective performance and behavioral observations.

I suggest ratings such as communication, decision making and, appearance and work habits be removed. I do not recommend the same methods for all Darby jobs, there should be different methods of rating the employees, managers and supervisors. I recommend graphic rating scales, management by objectives (MBO) and performance distribution assessment (PDA) to be used

This paper will discuss will discuss rating system that judge employees on job performance. The rating systems that will discuss in this paper are the following: forced-ranking, absolute-rating and relative-rating system. The author will discuss weather forced ranking is a good performance management system, the different between the absolute-rating and relative-rating systems, an what would the author rely on as a rating system and can a absolute-rating system be devise that would guarantee differentiation among workers,

First, did your team decide to race or not to race? Explain your how your group arrived at that decision.

After 3 weeks of keeping a journal of my bias’s I have found I can now reflect on the process. I must say I am somewhat surprised with the outcome. I have found new bias’s I never knew I had or never took the time to think that I had. I also reflected on biases that I knew I had. When it comes down to it, everyone has biases about something. So saying that you do not have a bias or denying would just be a lie.

Understanding how our brain works can help us understand why all individuals have unconscious biases. Blair (2007) gave an example of the elephant and the blind man story where six blind people, who have never seen an elephant, had different description of an elephant (pillar, rope, thick branch of a tree, big hand fan, huge wall, solid pipe) based on what they touched. On the one hand, they were all right but, on the other, they were all wrong as they just had the chunks of the bigger picture. This gives us an insight of what humans are like and how they see the world based on the lens of their experience.

The Campbell, McHenry and Wise study (1993), demonstrates job performance is multi-dimensional. It consists of many types of behaviors. This model could be used as a way to measure top performers and high caliber talent once a company gets the candidate in the door. The data collected from my survey are complimentary, but do not stretch to the degree the data in this study suggest. My data indicates from the responses, our company is missing out on qualified candidates due to our GPA guidelines. We are unable to consider the prior job experience for many candidates due to the candidate being eliminated for a GPA below company guidelines. The respondents agreed 100%, that GPA should not be weighted higher than experience. If candidates who do not meet the GPA guidelines are hired after being approved by upper leadership, we would be able to measure job performance based on the criteria in the Campbell, McHenry and Wise study (1993).

good supervisors do not have bad employees. With this self-serving bias the manager would take the credit for the employee’s high performance. If a problem arose, the supervisor would never think that it was his own fault and therefore blame an employee for the failure, in the supervisors report he would blame the employee for a poor performance, instead of taking responsibility for the event. The self-serving bias of the supervisor would not allow him to see that he had any fault in the situation.

There are numerous types of rater errors. If I had to choose four, I would choose leniency, severity, central tendency and first impression. The reason for my choices are that at least once in my working career, I have dealt with managers and supervisors that were guilty of at least one of the errors. Leniency errors are when management assigns each employee under their supervision high ratings or inflate the ratings. Leniency has been labeled as one of the most troublesome of rating errors (Kane, Bernardin, Villanova, & Peyrefitte, 1995). One reason could be because it places every employee on the same pedestal as far as ratings goes. Severity errors are when managers or supervisors assign low ratings to all the employees, which is the opposite

Performance evaluations should focus on the individual’s job performance and not the individual. The four managers all have the same goal when it comes to their perspectives on performance appraisals and that is, they want to do what is best for their subordinates to motivate them to perform in their department’s best interest. Tom has a top priority to provide true and accurate feedback so employees know exactly where they stand. While I agree that evaluations definitely need to have a base of accuracy, I like Max’s view that most of good management is psychology. To know to act to do what is in the individual’s and department’s best interest, a manager needs to understanding people’s strengths and faults, and know how to motivate and reward employees. If that means a little fine-tuning, then so be it. Lynne, on the other hand, contaminated one of her workers evaluations by considering the individuals personal issues and inflated her rating to encourage and support her. Personally I don’t think it should have been a consideration in the evaluation however, supporting and encouraging the employee in other ways may be a more

Evaluation is an important component of any human resources department. Effective use of an evaluation program has been shown to be able to reduce stress and an employee's reduce their intentions to quit and turnover rate (Avey, Luthans, & Jensen, 2009). However, for the longest time, evaluations were only processed in a top-down fashion which was administered strictly from supervisor to the employees that they supervise. The top down approach to feedback has been shown to be inadequate in many regards; especially since it is dictate by generally one individuals subjective and sometimes biased opinion of the

Journal of Managerial Psychology 11,6 50 Self performance appraisal vs direct-manager appraisal: A case of congruence Yehuda Baruch University of East Anglia, Norwich, UK and Visiting Research Fellow at the London Business School, London, UK The process of performance appraisal (PA) is of most importance in human resource management (HRM). In a broad sense, PA systems are used for two main purposes: as a source for information for management; and as a feedback instrument for individuals employed by the organization. In the first case, the applications of the use of PA serve a variety of management functions.

Job analysis can provide a realistic job preview about what the job will be and therefore reduces early employee dissatisfaction and turnover (Fisher et al., 2003). Job analysis is also important for the assessment of job performance in for example 360 degree feedback since a job analysis can set performance criteria. In this feedback subjective measures are used which are vulnerable to measurement rating errors like halo-effects (Viswesvaran, Schmidt & Ones, 2005). Nevertheless, subjective measures might be very useful to assess organizational effectiveness, especially in relation to HR practices since subjective measures are mainly used to assess HR or organizational outcomes which are more directly related to HR practices (Dyer & Reeves, 1995). Objective measures involve actual percentage figures for sales growth or profitability which measure financial and capital market outcomes and these are more distal and indirectly related outcomes (Dyer & Reeves, 1995).

However, the value of a fair determination of the employee, can take only by a number of factors, some of which is a very subjective evaluation for the moment, time and attendance, while others are very subjective, and instantly, attitude and personality. Human resources or personnel department records on the basis of accurate assessment of the objective factors, but no equipment, accurate measurement of subjective factors. Nevertheless, the evaluation of these factors must be done every employee has the advantage of in order to achieve full appreciation.