Please use this identifier to cite or link to this item: https://doi.org/10.1037/a0024891
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dc.titleAlternative reference points and outcome evaluation: The influence of affect
dc.contributor.authorJohnson, M.D.
dc.contributor.authorIlies, R.
dc.contributor.authorBoles, T.L.
dc.date.accessioned2013-10-09T09:15:50Z
dc.date.available2013-10-09T09:15:50Z
dc.date.issued2012
dc.identifier.citationJohnson, M.D., Ilies, R., Boles, T.L. (2012). Alternative reference points and outcome evaluation: The influence of affect. Journal of Applied Psychology 97 (1) : 33-45. ScholarBank@NUS Repository. https://doi.org/10.1037/a0024891
dc.identifier.issn00219010
dc.identifier.urihttp://scholarbank.nus.edu.sg/handle/10635/44618
dc.description.abstractTwo studies examined the effect of affective states on decision outcome evaluation under the presence or absence of salient alternative reference points. Alternative reference points exist when there are 2 possible referents from which an outcome can be evaluated, and the outcome is judged as good from the perspective of one referent and bad from the perspective of the other. The results support a motivational process of evaluating outcomes in which individuals select the reference point that allows them to maintain positive mood or improve negative mood. Mood measurements taken before and after the task revealed that those in positive moods maintained their mood whether or not they had alternative reference points in the evaluation of their outcomes. Those in negative affective states improved their mood only when there was an alternative reference point that allowed the outcome to be compared favorably; when there was no such alternative reference point, they maintained their negative mood. © 2011 American Psychological Association.
dc.description.urihttp://libproxy1.nus.edu.sg/login?url=http://dx.doi.org/10.1037/a0024891
dc.sourceScopus
dc.subjectAlternative reference points
dc.subjectDecision making
dc.subjectMood maintenance
dc.subjectOutcome evaluation
dc.subjectReverse outcome bias
dc.typeArticle
dc.contributor.departmentMANAGEMENT AND ORGANISATION
dc.description.doi10.1037/a0024891
dc.description.sourcetitleJournal of Applied Psychology
dc.description.volume97
dc.description.issue1
dc.description.page33-45
dc.description.codenJAPGB
dc.identifier.isiut000299395400003
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