Context effects on group-based employee selection decisions

Jerel E. Slaughter; Jessica Bagger; Andrew Li

doi:10.1016/j.obhdp.2006.01.003

Context effects on group-based employee selection decisions

Jerel E. Slaughter, Jessica Bagger, Andrew Li

Management and Organizations

Research output: Contribution to journal › Article › peer-review

34 Scopus citations

Abstract

The decoy effect occurs when preferences between two alternatives reverse as a result of the manipulation of a third alternative (i.e., a decoy) such that it is dominated by only one of the two original alternatives. Previous research has demonstrated this effect in employee selection decisions, but only when decisions were made by individuals. The present investigation was designed to test the generalizability of the phenomenon to decisions made by groups, and to determine the influence of process and outcome accountability on the decoy effect. Results showed that the overall decoy effect held for both individual and group decisions. However, for both individuals and groups, the decoy effect held only when decision makers knew they would have to justify their decision processes.

Original language	English (US)
Pages (from-to)	47-59
Number of pages	13
Journal	Organizational Behavior and Human Decision Processes
Volume	100
Issue number	1
DOIs	https://doi.org/10.1016/j.obhdp.2006.01.003
State	Published - May 2006

Keywords

Accountability
Boundary conditions
Context effects
Employee selection
Group decision making

ASJC Scopus subject areas

Applied Psychology
Organizational Behavior and Human Resource Management

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10.1016/j.obhdp.2006.01.003

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AU - Li, Andrew

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AB - The decoy effect occurs when preferences between two alternatives reverse as a result of the manipulation of a third alternative (i.e., a decoy) such that it is dominated by only one of the two original alternatives. Previous research has demonstrated this effect in employee selection decisions, but only when decisions were made by individuals. The present investigation was designed to test the generalizability of the phenomenon to decisions made by groups, and to determine the influence of process and outcome accountability on the decoy effect. Results showed that the overall decoy effect held for both individual and group decisions. However, for both individuals and groups, the decoy effect held only when decision makers knew they would have to justify their decision processes.

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Context effects on group-based employee selection decisions

Abstract

Keywords

ASJC Scopus subject areas

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