Implications of the response‐shift bias for management

Abstract

The so called “response‐shift bias”, which comes into effect when self‐report measures are used to enable people to judge their own level of ability, may be responsible for underestimation by training managers of the effects of their training programmes. Outlines the implications for management of being aware of and countering the effects of the response‐shift bias when evaluating training endeavours or in other situations that rely on employees’ self‐report measures. Demonstrates, by describing a study undertaken in Europe and America, how the magnitude and direction of the response‐shift can provide valuable information to management as well as pointing out organizational situations other than in training evaluation when awareness of response‐shift is relevant.

Citation

Mann, S. (1997), "Implications of the response‐shift bias for management", Journal of Management Development, Vol. 16 No. 5, pp. 328-336. https://doi.org/10.1108/02621719710174516