Are managers susceptible to framing effects? An experimental study of professional judgment of performance metrics

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Standard

Are managers susceptible to framing effects? An experimental study of professional judgment of performance metrics. / Fuenzalida, Javier; Van Ryzin, Gregg G.; Olsen, Asmus Leth.

I: International Public Management Journal, Bind 24, Nr. 3, 2021, s. 314-329.

Publikation: Bidrag til tidsskrift › Tidsskriftartikel › Forskning › fagfællebedømt

Harvard

Fuenzalida, J, Van Ryzin, GG & Olsen, AL 2021, 'Are managers susceptible to framing effects? An experimental study of professional judgment of performance metrics', International Public Management Journal, bind 24, nr. 3, s. 314-329. https://doi.org/10.1080/10967494.2020.1752338

APA

Fuenzalida, J., Van Ryzin, G. G., & Olsen, A. L. (2021). Are managers susceptible to framing effects? An experimental study of professional judgment of performance metrics. International Public Management Journal, 24(3), 314-329. https://doi.org/10.1080/10967494.2020.1752338

Vancouver

Fuenzalida J, Van Ryzin GG, Olsen AL. Are managers susceptible to framing effects? An experimental study of professional judgment of performance metrics. International Public Management Journal. 2021;24(3):314-329. https://doi.org/10.1080/10967494.2020.1752338

Author

Fuenzalida, Javier ; Van Ryzin, Gregg G. ; Olsen, Asmus Leth. / Are managers susceptible to framing effects? An experimental study of professional judgment of performance metrics. I: International Public Management Journal. 2021 ; Bind 24, Nr. 3. s. 314-329.

Bibtex

@article{88e38939bffd49c28a4d98f5e48c2df9,
title = "Are managers susceptible to framing effects?: An experimental study of professional judgment of performance metrics",
abstract = "Evidence suggests that citizens evaluate government performance differently when equivalent performance information is presented with either a positive or negative framing-but do experienced public managers also suffer from this framing effect? To address this question, we conducted an experiment with 191 public service professionals in the U.S. in which we experimentally varied the framing of performance information about customer satisfaction, job satisfaction and goal achievement for various federal government agencies. Our findings show that public service professionals-just like ordinary citizens-are susceptible to framing effects. Specifically, they tend to evaluate federal agency performance more negatively when percentages of {"}job dissatisfaction{"} and {"}targets not met{"} were presented, as opposed to logically equivalent percentages of {"}job satisfaction{"} and {"}targets met.{"} The pattern is the same for {"}customer dissatisfaction{"} versus {"}customer satisfaction{"} rates, although the results are not statistically significant. These findings provide a deeper understanding about the use of government performance information, as well as how such information is comprehended and perhaps misunderstood by decision makers.",
keywords = "INFORMATION, STATE, GOVERNMENT, SERVICES",
author = "Javier Fuenzalida and {Van Ryzin}, {Gregg G.} and Olsen, {Asmus Leth}",
year = "2021",
doi = "10.1080/10967494.2020.1752338",
language = "English",
volume = "24",
pages = "314--329",
journal = "International Public Management Journal",
issn = "1096-7494",
publisher = "Routledge",
number = "3",

}

RIS

TY - JOUR

T1 - Are managers susceptible to framing effects?

T2 - An experimental study of professional judgment of performance metrics

AU - Fuenzalida, Javier

AU - Van Ryzin, Gregg G.

AU - Olsen, Asmus Leth

PY - 2021

Y1 - 2021

N2 - Evidence suggests that citizens evaluate government performance differently when equivalent performance information is presented with either a positive or negative framing-but do experienced public managers also suffer from this framing effect? To address this question, we conducted an experiment with 191 public service professionals in the U.S. in which we experimentally varied the framing of performance information about customer satisfaction, job satisfaction and goal achievement for various federal government agencies. Our findings show that public service professionals-just like ordinary citizens-are susceptible to framing effects. Specifically, they tend to evaluate federal agency performance more negatively when percentages of "job dissatisfaction" and "targets not met" were presented, as opposed to logically equivalent percentages of "job satisfaction" and "targets met." The pattern is the same for "customer dissatisfaction" versus "customer satisfaction" rates, although the results are not statistically significant. These findings provide a deeper understanding about the use of government performance information, as well as how such information is comprehended and perhaps misunderstood by decision makers.

AB - Evidence suggests that citizens evaluate government performance differently when equivalent performance information is presented with either a positive or negative framing-but do experienced public managers also suffer from this framing effect? To address this question, we conducted an experiment with 191 public service professionals in the U.S. in which we experimentally varied the framing of performance information about customer satisfaction, job satisfaction and goal achievement for various federal government agencies. Our findings show that public service professionals-just like ordinary citizens-are susceptible to framing effects. Specifically, they tend to evaluate federal agency performance more negatively when percentages of "job dissatisfaction" and "targets not met" were presented, as opposed to logically equivalent percentages of "job satisfaction" and "targets met." The pattern is the same for "customer dissatisfaction" versus "customer satisfaction" rates, although the results are not statistically significant. These findings provide a deeper understanding about the use of government performance information, as well as how such information is comprehended and perhaps misunderstood by decision makers.

KW - INFORMATION

KW - STATE

KW - GOVERNMENT

KW - SERVICES

U2 - 10.1080/10967494.2020.1752338

DO - 10.1080/10967494.2020.1752338

M3 - Journal article

VL - 24

SP - 314

EP - 329

JO - International Public Management Journal

JF - International Public Management Journal

SN - 1096-7494

IS - 3

ER -

ID: 254521807