Webster Case

The case suggests that the performance evaluation information (PAS, personnel audit, and the impressions and opinions of the throng members) had several problems. From the locating of the decision-making influencees, analyze how the characteristics of the performance data were apparent to affect the decisions made by the Carter group. In your analysis, cite specific problems with the data and how they interrelate to the decision-making biases that we discussed in class.PASLoss aversion Webster had a culture that promoted employee the true at in all costs. In more than than one instance, Webster had kept an employee long after alcoholism had impair his or her effectiveness, primarily because of top focal points feeling that the person had no other place to go. This culture unnatural the type of feedback granted in the PAS dish up and skewed the data to show split employee performance on the evaluations than Webster was actually experiencing. magic of transparence Take shot Pearson as an example, Though is performance had been unsatisfactory for at least the last 10 long time, he was not disposed(p) any detrimental feedback unit the fall of 1974.Anchoring Webster rank and institutionalise suffered from anchoring in the inflated results of their evaluations. Imagine how Ray Pearsons would induce assessed himself he were not overconfident in his performance (which, alas for Ray, was likely a result of his managers unwillingness to give truthful feedback).Sampling on the dependent variable the participation in the PAS evaluation move is poor at best. It could be possible that notwithstanding the transparency issues only the good performers submitted evaluations and the poor performers avoided the process altogether.Personnel auditIllusion of transparency bias while the audit doesnt execute this bias, Jack Bryants process fails to efficaciously resolve discrepancies between a surmounts perceptions of her performance and her managers evalua tion of performance.Group opinionsConfirmation bias Again, the group has been immersed in a culture that prioritizes years of service over performance. Cecil Stevens leads the discussion with utilise seniority as the first criteria to comprise separation decisions. The group likely confronted hinderance bias towards weighting that criterion more heavily when weighting the other criteria (e.g. performance, potential, etc.).Escalation of inscription Take for example the counter-intuitive message given to Bob Carter by Ike Davis (superior). These men have too much service to be treated as you have proposed. It seems to me that notwithstanding Carters reasoned desire to recrudesce individuals, the organization doubled-down on its message of loyalty as the most important good will in making personnel decisions.