12 waiters and waitresses from a small Midwestern town and 16 waiters and waitresses from a large urban area participated in an experiment to assess whether larger tips were given when they stood erect or squatted when taking orders. Using an A-B-A-B research design, waiters and waitresses alternately stood and squatted for a 4-wk. period while taking orders at lunch and dinner. The research was conducted in moderately priced, family-style restaurants. Analysis indicated that significantly higher tips were given (a) at dinner than lunch, (b) in the urban area, (c) to female servers, and (d) when the server squatted.

This study examined differential comparison standards (i.e., comparative bases for performance evaluation) and their effects on agreement between supervisory raters and selfraters within the context of a performance appraisal system. The purpose of the research was to examine differential comparison standards as an underlying mechanism in the traditionally poor correlation between self and supervisor performance ratings. Supervisor and subordinate rater dyads (N = 106 dyads) evaluated job performance across 3 dimensions, using 5 different comparison standards (ambiguous, internal, absolute, relative, and multiple). Results support the hypotheses, indicating that more explicit and objective comparison standards produced higher levels of interrater agreement. The implications of these findings in terms of comparison standards being adopted in current research and future performance appraisal systems are discussed.Performance appraisals in organizations commonly consist of a supervisor rating an employee's work performance on multiple performance criteria (Murphy & Cleveland, 1991). Unfortunately, a number of problems appear to be inherent in these ratings, including susceptibility to rater biases (Landy & Farr, 1980) and political factors (Longenecker, Gioia, & Sims, 1987). To address some of the shortcomings in supervisory ratings, researchers have proposed using other rater types, such as self-raters (see Ashford, 1989, for a review).Much literature indicates that self-evaluations may provide benefits such as increased acceptance of the appraisal system (

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