San Diego State University
Department of Psychology
Jeffrey M. Conte
Conte, J. M., & Jacobs, R. R. (1997). Redundant systems influences
on performance. Human Performance, 10, 361-380.
Abstract
Traditional views on redundant (i.e., back-up) systems have adopted an
engineering perspective, which suggests that there is a direct, linear
relationship between the number of these systems and safety. In contrast,
the present study adopted a social psychological perspective, which suggests
that the motivation and performance of an individual in a redundant system
is affected by that individual's perception of the reliability and accuracy
of the other elements in the system. This study examined the influence
of one's position in a redundant system on subsequent performance during
a routine error-checking task. Results indicated that redundant systems
can work to enhance or obscure accountability, depending on the status
of the redundant system. Further, accountability can increase performance
in terms of both the quality of work (accuracy) and the quantity of work
(time on task). Implications of the findings and future research
directions are discussed. (Copyright 1997, Lawrence Erlbaum Associates,
Inc.).
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