Webster Case

The case suggests that the exercise military rating data (PAS, personnel audit, and the impressions and opinions of the assorting members) had some(prenominal) problems. From the perspective of the decision-making biases, analyze how the characteristics of the performance data were likely to affect the decisions make by the Carter group. In your analysis, cite specific problems with the data and how they relate to the decision-making biases that we discussed in class.PASLoss aversion Webster had a culture that promoted employee loyalty at any costs. In more than one instance, Webster had kept an employee long after crapulence had impaired his or her effectiveness, primarily because of top managements stamp that the person had no other place to go. This culture affected the display case of feedback granted in the PAS process and skewed the data to show rectify employee performance on the evaluations than Webster was actually experiencing.Illusion of foil Take shaft of light Pearson as an example, Though is performance had been unsatisfactory for at least the final stage 10 years, he was not tending(p) any negative feedback unit of measurement the fall of 1974.Anchoring Webster rank and file suffered from anchoring in the inflated results of their evaluations. Imagine how radiation Pearsons would have assessed himself he were not overconfident in his performance (which, unfortunately for Ray, was likely a result of his managers unwillingness to give straightforward feedback).Sampling on the dependent variable the participation in the PAS evaluation process is poor at best. It could be possible that notwithstanding the enhancer issues only the good performers submitted evaluations and the poor performers avoided the process altogether.Personnel auditIllusion of transparency bias while the audit doesnt create this bias, Jack Bryants process fails to effectively resolve discrepancies between a subordinates perceptions of her performance and her ma nagers evaluation of performance.Group opinionsConfirmation bias Again, the group has been immersed in a culture that prioritizes years of gain over performance. Cecil Stevens leads the watchword with using seniority as the first criteria to make separation decisions. The group likely confronted confirmation bias towards weighting that criterion more firmly when weighting the other criteria (e.g. performance, potential, etc.).Escalation of commitment 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 despite Carters intelligent desire to demote individuals, the organization doubled-down on its message of loyalty as the most important consideration in making personnel decisions.