Source-monitoring training: toward reducing rater expectancy effects in behavioral measurement.

The authors developed a source-monitoring procedure to reduce the biasing effects of rater expectations on behavioral measurement. Study participants (N = 224) were given positive or negative information regarding the performance of a group and, after observing the group, were assigned to a source-monitoring or control condition. Raters in the source-monitoring condition were instructed to report only behaviors that evoked detailed memories (remember judgments) and to avoid reporting behaviors based on feelings of familiarity (know judgments). Results revealed that controlling raters' response strategy reduced (and often eliminated) the biasing effects of performance expectations. These findings advance our understanding of the performance-cue bias and offer a potentially useful technique for decreasing rater bias.

Reducing the performance-cue bias in work behavior ratings: can groups help?

The authors examined whether the performance-cue bias can be reduced by relying on groups as raters. Study participants (N = 333) were provided with feedback regarding the performance of a workgroup and, after observing the group, assigned to an individual or group rater condition to complete a behavioral rating instrument. Results revealed that when provided with positive (vs. negative) feedback, individuals attributed more effective and fewer ineffective behaviors to the workgroup; however, group ratings were unaffected by the feedback. In addition, feedback biased the decision criteria and false alarm rates of individuals but not of groups. Discussion of when groups may attenuate versus amplify bias in performance appraisal judgments emphasizes 2 key elements-bias magnitude and task perception.