204 0

Impact of team (dis)satisfaction and psychological safety on performance evaluation biases

Title
Impact of team (dis)satisfaction and psychological safety on performance evaluation biases
Author
오세형
Keywords
self-serving bias; team satisfaction; teams; psychological safety
Issue Date
2015-11
Publisher
SAGE PUBLICATIONS INC
Citation
SMALL GROUP RESEARCH, v. 47, NO 1, Page. 77-107
Abstract
Research on self-serving bias in teams has focused on bias after teams receive feedback. Many teams, however, work for extended periods of time before receiving feedback. This article proposes that team members exhibit biases prior to receiving feedback, depending on the level of team satisfaction. The results of two studies, one scenario study and one field study, demonstrate that members of unsatisfied teams make more self-serving claims about their contribution toward the team's task. This bias, however, is eliminated in teams with strong psychological safety norms that make team members' contributions more salient to one another. A surprising result, in our sample of ongoing teams, was that the most highly satisfied teams also demonstrated an other-centric biasassigning more credit to other team members than to themselves.
URI
http://journals.sagepub.com/doi/10.1177/1046496415616865http://hdl.handle.net/20.500.11754/28938
ISSN
1046-4964; 1552-8278
DOI
10.1177/1046496415616865
Appears in Collections:
GRADUATE SCHOOL OF BUSINESS[S](경영전문대학원) > BUSINESS ADMINISTRATION(경영학과) > Articles
Files in This Item:
There are no files associated with this item.
Export
RIS (EndNote)
XLS (Excel)
XML


qrcode

Items in DSpace are protected by copyright, with all rights reserved, unless otherwise indicated.

BROWSE