How unaware are the unskilled? Empirical tests of the “signal extraction” counterexplanation for the Dunning–Kruger effect in self-evaluation of performance

Schlösser, Thomas; Dunning, David; Johnson, Kerri L.; Kruger, Justin

doi:10.1016/j.joep.2013.07.004

Cited by 166 publications

(111 citation statements)

References 32 publications

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“…This is because objective assessments are external to the individual, and consequently should be more impartial. Subjective assessments, on the other hand and as noted earlier, are often thought to be overinflated (Schlösser et al, 2013) with this inflation likely resulting because many lack the intellectual ability to accurately predict their own performance. Notwithstanding, we acknowledge that this is an issue that may be mitigated with time spent in an environment (Akerlof, 1970).…”

Section: This Studymentioning

confidence: 98%

“…Research has demonstrated, across a wide variety of contexts, that individuals have a tendency to overinflate their performance ratings. Schlösser, Dunning, Johnson, and Kruger (2013) pointed out that 'One of the most documented biases in self-judgment is the tendency for people to overrate their skill, expertise, and performance' (p. 86). Referred to as the Dunning -Kruger effect, this thesis does not posit that all people uniformly overinflate their performance abilities -rather, the tendency is greater among the incompetent because 'the expertise needed to judge performance in many intellectual and social skill domains is exactly the same expertise necessary to produce good performance in the first place' (Schlösser et al, 2013, p. 86).…”

Section: Literaturementioning

confidence: 99%

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Well-being and performance: measurement issues for HRM research

Edgar

Geare

Halhjem

et al. 2015

The International Journal of Human Resource Management

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The more recent focus on the link between HRM practice and organisational systems has been on the potential benefits of mutuality in employment relationships. The key to this notion of mutuality is the connection between worker well-being and performance. Although a common area of study for psychology, this relationship has received limited attention from HRM scholars. However, these initial endeavours have raised some concerns about measurement. First, there appears little consensus about which particular facet of well-being is most crucial to determining performance and, second, concern has been expressed over the validity of the different approaches taken to assessing performance. Our study addresses these issues by exploring the relationships between three different measures of well-being and two different measures of performance amongst a student cohort. Results show that life satisfaction shares a significant, positive relationship with objective performance ratings, while attentiveness, a facet of positive affect, shares a significant positive relationship with subjective performance. We explore the reasons why these different facets of well-being might be related to our different performance assessments and then, in giving consideration to these findings, discuss their implications for the measurement of well-being and of performance in workplace studies.

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Section: This Studymentioning

confidence: 98%

Section: Literaturementioning

confidence: 99%

Well-being and performance: measurement issues for HRM research

Edgar

Geare

Halhjem

et al. 2015

The International Journal of Human Resource Management

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“…A general finding was that the bottom quartile performers, on average, vastly overestimated their performance while the top quartile performers were, on average, more accurate. When using relative performance measures, the latter even slightly underestimated their performance (Kruger & Dunning, 1999;Ehrlinger et al, 2008;Ryvkin et al, 2012;Schlösser, Dunning, Johnson, & Kruger, 2013). Krueger and Dunning (1999) explain this pattern in terms of differences in metacognitive skills between low-and high-skilled participants.…”

Section: Frameworkmentioning

confidence: 99%

Estimating the relationship between skill and overconfidence

Feld

Sauermann

Grip

2017

Journal of Behavioral and Experimental Economics

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The Dunning-Kruger effect states that the low skilled are overconfident while the high skilled are more accurate in assessing their skill. In apparent support of this effect, many studies have shown that low performers overestimate their performance while high performers are more accurate. This empirical pattern, however, might be a statistical artifact caused by measurement error. We are the first paper to consistently estimate the Dunning-Kruger effect using an instrumental variable approach. In the context of exam grade predictions of economics students, we use students' grade point average as an instrument for their skill. Our results support the existence of the Dunning-Kruger effect. JEL: D03; I23PsycINFO classification: 2220; 3040; 3120 Keywords: Overconfidence, judgment error, measurement error, instrumental variable * We thank Christian Kerckhoffs and Alexander Vostroknutov for access to their courses. We further thank Adam Booij, Thomas Dohmen, Jonas Lang, Anna Zseleva, and seminar participants at Maastricht University and IZA and especially Nicolas Salamanca for valuable comments on earlier drafts of this paper.

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“…The attrition rate of first year undergraduate engineers is typically over 50 % (Felder, Felder, & Dietz, 1998), implying that half of this cohort will choose a different career. Due to the Dunning-Krueger effect, this may have led to unusual interpretations for items aligned with prospects, since less-competent members evaluate peer's performance less accurately (Schlösser, Dunning, Johnson, & Kruger, 2013). Since prospects-aligned questions in the instrument are more subjective than respect-aligned questions, they may have suffered from greater inaccuracy from those students destined to not achieve an undergraduate engineering degree.…”

Section: Discussionmentioning

confidence: 99%

Member Perceptions as a Parsimonious Representation of Collaboration Viability

Heslop¹,

Bailey²,

Paul³

et al. 2018

Preprint

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The PILAR model provides a dynamical systems perspective on collaboration. Two studies are performed using peer assessment data, both testing empirical support for the five Pillars (prospects, involved, liked, agency, respect) that constitute member's perceptions of collaboration viability. The first study analyses peer assessment data collected online from 458 first-year engineering students (404 males; 54 females). A nine-item instrument was inherited from past year's usage in the course, expanded with four additional items to elaborate upon the agency and liked Pillars. Exploratory factor analysis was conducted on student responses to test whether they thematically aligned to constructs consistent with the five Pillars. As anticipated, twelve of the thirteen items grouped into five components, each aligned with a Pillar, providing empirical evidence that the five Pillars represent perceptions of collaboration. The second study replicated the first study using a retrospective analysis of 87 items included in the Comprehensive Assessment of Team Member Effectiveness (CATME) peer assessment tool. The associated factor analyses resulted in five components and conceptual alignment of these components with Pillars was evident for three of five CATME components. We recommend a peer assessment instrument based upon PILAR as potentially more parsimonious and reliable than an extensive list of behaviours, such as employed by CATME. We also recommend including items that target inter-rater bias, which is aligned with the liked Pillar, that instruments such as CATME exclude.

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How unaware are the unskilled? Empirical tests of the “signal extraction” counterexplanation for the Dunning–Kruger effect in self-evaluation of performance

Cited by 166 publications

References 32 publications

Well-being and performance: measurement issues for HRM research

Well-being and performance: measurement issues for HRM research

Estimating the relationship between skill and overconfidence

Member Perceptions as a Parsimonious Representation of Collaboration Viability

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