Due to the increasing amount of information shared online every day, the need for sound and reliable ways of distinguishing between trustworthy and non-trustworthy information is as present as ever. One technique for performing fact-checking at scale is to employ human intelligence in the form of crowd workers. Although earlier work has suggested that crowd workers can reliably identify misinformation, cognitive biases of crowd workers may reduce the quality of truthfulness judgments in this context. We performed a systematic exploratory analysis of publicly available crowdsourced data to identify a set of potential systematic biases that may occur when crowd workers perform fact-checking tasks. Following this exploratory study, we collected a novel data set of crowdsourced truthfulness judgments to validate our hypotheses. Our findings suggest that workers generally overestimate the truthfulness of statements and that different individual characteristics (i.e., their belief in science) and cognitive biases (i.e., the affect heuristic and overconfidence) can affect their annotations. Interestingly, we find that, depending on the general judgment tendencies of workers, their biases may sometimes lead to more accurate judgments.

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Paid micro-task crowdsourcing has gained in popularity partly due to the increasing need for large-scale manually labelled datasets which are often used to train and evaluate Artificial Intelligence systems. Modern paid crowdsourcing platforms use a piecework approach to rewards, meaning that workers are paid for each task they complete, given that their work quality is considered sufficient by the requester or the platform. Such an approach creates risks for workers; their work may be rejected without being rewarded, and they may be working on poorly rewarded tasks, in light of the disproportionate time required to complete them. As a result, recent research has shown that crowd workers may tend to choose specific, simple, and familiar tasks and avoid new requesters to manage these risks.
In this paper, we propose a novel crowdsourcing reward mechanism that allows workers to share these risks and achieve a standardized hourly wage equal for all participating workers. Reward-focused workers can thereby take up challenging and complex HITs without bearing the financial risk of not being rewarded for completed work. We experimentally compare different crowd reward schemes and observe their impact on worker performance and satisfaction. Our results show that 1) workers clearly perceive the benefits of the proposed reward scheme, 2) work effectiveness and efficiency are not impacted as compared to those of the piecework scheme, and 3) the presence of slow workers is limited and does not disrupt the proposed cooperation-based approaches.@en

Crowdsourcing is a popular technique to collect large amounts of human-generated labels, such as relevance judgments used to create information retrieval (IR) evaluation collections. Previous research has shown how collecting high quality labels from a crowdsourcing platform can be challenging. Existing quality assurance techniques focus on answer aggregation or on the use of gold questions where ground-truth data allows to check for the quality of the responses. In this paper, we present qualitative and quantitative results, revealing how different crowd workers adopt different work strate- gies to complete relevance judgment tasks efficiently and their consequent impact on quality. We delve into the techniques and tools that highly experienced crowd workers use to be more effi- cient in completing crowdsourcing micro-tasks. To this end, we use both qualitative results from worker interviews and surveys, as well as the results of a data-driven study of behavioral log data (i.e., clicks, keystrokes and keyboard shortcuts) collected from crowd workers performing relevance judgment tasks. Our results high- light the presence of frequently used shortcut patterns that can speed-up task completion, thus increasing the hourly wage of effi- cient workers. We observe how crowd work experiences result in different types of working strategies, productivity levels, quality and diversity of the crowdsourced judgments. @en