Goerke Martin, Moller Jens, Schulz-Hardt Stefan, Napiersky Uwe, Frey Dieter
Department of Psychology, University of Bielefeld, Bielefeld, Germany.
J Appl Psychol. 2004 Apr;89(2):279-92. doi: 10.1037/0021-9010.89.2.279.
In testing for the self-serving bias in performance evaluation, the authors propose that comparing managers' counterfactual and prefactual thoughts about subordinates' performance is more conclusive than the attributional approach and also offers practical advantages. In a study with 120 managers, a 4-way interaction of subordinate performance, temporal perspective, direction, and reference confirmed the predicted pattern. Managers' thoughts about how a weak performance could have been enhanced had external references, but thoughts about how such a performance could be enhanced in the future focused on the leader. This asymmetry was only observed for weak performance. Results are discussed with regard to biases in leaders' performance evaluations and to how counter- and prefactual thoughts could be used for leadership research and practice.
在对绩效评估中的自利偏差进行测试时，作者提出，将管理者对下属绩效的反事实思维和预想思维进行比较，比归因方法更具说服力，且具有实际优势。在一项针对120名管理者的研究中，下属绩效、时间视角、方向和参照的四向交互作用证实了预测模式。管理者对于若有外部参照，本可如何提升不佳绩效的想法，但对于未来如何提升此类绩效的想法则聚焦于领导者。这种不对称仅在不佳绩效中被观察到。研究结果围绕领导者绩效评估中的偏差以及反事实思维和预想思维如何用于领导力研究与实践进行了讨论。
