The Effect of Cognitive Load on the Processing of Employment Selection Information

Nordstrom, Cynthia R.; Williams, Karen; LeBreton, James M.

doi:10.1207/s15324834basp1803_4

Cited by 13 publications

(12 citation statements)

References 16 publications

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“…This implies that, counterintuitively, if all of one's cognitive capacity is devoted to achieving a specific goal set by the instructor, learning can actually suffer, and a goal-free approach might be better (Sweller 1988). The psychological resistance to stress or difficult situations, known as resilience (Neyer and Asendorpf 2017), might further impact the cognitive load in addition to task difficulty and people's available mental resources. The term resilience is defined as "positive psychological capacity to rebound, to 'bounce back' from adversity, uncertainty, conflict, failure or even positive change, progress and increased responsibility" (Luthans 2002).…”

Section: Cognitive Loadmentioning

confidence: 99%

“…In an age of frequent technological and organisational change, Galy et al (2012) argue, managing workload is an important part of ensuring employees' wellbeing and safety. Exorbitant cognitive load can have negative implications on business decisions: for example, managers under high cognitive load may face difficulties in evaluating job candidates appropriately (Nordstrom et al 1996).…”

Section: Cognitive Loadmentioning

confidence: 99%

“…Following, an increasing level of stress might impact the participant's task performance as well as the perception of the work and its outcome. In order to avoid undetected distortion towards the task performance, we consider the psychological resistance to stress or difficult situations, known as resilience (Neyer and Asendorpf 2017). We use the Resilience Scale (RS-11) as a short scale for assessing the resilience of a human (Schumacher et al 2005).…”

Section: Resilience Scale (Rs-11)mentioning

confidence: 99%

See 2 more Smart Citations

On the ability of virtual agents to decrease cognitive load: an experimental study

Brachten

Brünker

Frick

et al. 2020

Inf Syst E-Bus Manage

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When attempting to solve a problem, humans call upon cognitive resources. These resources are limited, and the degree of their utilisation is described as cognitive load. While the number of parameters to be taken into account and to be processed by modern-day knowledge workers increases, their cognitive resources do not. Research shows that too high a load can increase stress and failure rates and decrease the work satisfaction and performance of employees. It is thus in the interest of organisations to reduce the cognitive load of their employees and keep it at a moderate level. One way to achieve this may be the application of virtual assistants (VAs), software programs, that can be addressed via voice or text commands and respond to the users' input. This study uses a laboratory experiment with N = 91 participants comparing two groups in their ability to solve a task. One group was able to make use of a VA while the other could not. Besides task performance, the cognitive load of the participants was measured. Results show that (a) cognitive load is negatively related to task performance, (b) the group using the VA performed better at the task and (c) the group using the VA had a lower cognitive load. These findings show that VAs are a viable way to support employees and can increase their performance. It adds to the growing field of IS research on VAs by expanding the field for the concept of cognitive load.

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Section: Cognitive Loadmentioning

confidence: 99%

Section: Cognitive Loadmentioning

confidence: 99%

Section: Resilience Scale (Rs-11)mentioning

confidence: 99%

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On the ability of virtual agents to decrease cognitive load: an experimental study

Brachten

Brünker

Frick

et al. 2020

Inf Syst E-Bus Manage

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“…As decision makers' rationality is bounded due to limitations in information gathering, computing capabilities, and a limited memory (Arrow 1986;Koh, Ang, and Straub 2004;Miller 1956;Nordstrom, Williams, and LeBreton 1996;Slovic and Lichtenstein 1971), they may fail when it comes to judging probabilities, making predictions, or otherwise attempting to cope with uncertain decision-making environments (Arrow 1986;Thaler 1985). This view challenges the traditional rationality assumptions in economics (Hogarth 1987;Tversky and Kahneman 1974).…”

Section: Introductionmentioning

confidence: 99%

“…Decision biases are likely to arise in the area of business-to-business sourcing (Bendoly, Donohue, and Schultz 2006) as many supply management decisions are made within contexts of uncertainty (Kaufmann and Carter 2006;Ogden et al 2005;Zsidisin 2003) and thus challenge supply managers' rational decision-making. As decision makers' rationality is bounded due to limitations in information gathering, computing capabilities, and a limited memory (Arrow 1986;Koh, Ang, and Straub 2004;Miller 1956;Nordstrom, Williams, and LeBreton 1996;Slovic and Lichtenstein 1971), they may fail when it comes to judging probabilities, making predictions, or otherwise attempting to cope with uncertain decision-making environments (Arrow 1986;Thaler 1985). This view challenges the traditional rationality assumptions in economics (Hogarth 1987;Tversky and Kahneman 1974).…”

Section: Introductionmentioning

confidence: 99%

Debiasing Strategies in Supply Management Decision‐making

Kaufmann

Michel

Carter

2009

J of Business Logistics

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Human judgment and decision making under uncertainty are vulnerable to decision biases leading to deviations from the standard assumptions of the rational paradigm in economics. This fact is currently not widely reflected by research on decision making in sourcing contexts. However, supply managers are aware of the judgment and decision challenges that result from existing and increasing levels of uncertainty in the external, upstream supply chain, and deploy decision supporting strategies for debiasing their judgments. The analysis of supply management decisions using 441 data units from 133 embedded cases from 15 buying organizations revealed high levels of such debiasing strategies. However, the seemingly most effective mitigation strategy recommended in the general debiasing literature ‐ creating awareness of the underlying mechanics causing decision biases ‐ was only employed by one buying organization, indicating a need to further investigate debiasing strategies specifically in supply management contexts.

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Ironic evaluation processes: effects of thought suppression on evaluations of older job applicants

2000

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This research explored ironic evaluation processes initiated by suppression instructions conveyed during diversity training. Raters watched one of three training videos: a video providing information about age diversity and recommending that they try to suppress age‐related thoughts; a video providing information about age, sex, race, and ethnic diversity and recommending that they try to suppress demography‐related thoughts; or a control video containing no suppression recommendations. All raters then evaluated a series of job applicants. During the evaluation task, some raters were cognitively busy while others were not. Ironically, busy raters instructed to suppress age‐related thoughts evaluated an older applicant less favorably than raters in other conditions. These results suggest that organizational diversity training including instructions to suppress stereotypic thoughts may have detrimental effects on evaluations of non‐traditional job applicants if raters are cognitively busy when they implement these instructions. Copyright © 2000 John Wiley & Sons, Ltd.

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The Effect of Cognitive Load on the Processing of Employment Selection Information

Cited by 13 publications

References 16 publications

On the ability of virtual agents to decrease cognitive load: an experimental study

On the ability of virtual agents to decrease cognitive load: an experimental study

Debiasing Strategies in Supply Management Decision‐making

Ironic evaluation processes: effects of thought suppression on evaluations of older job applicants

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