Differences Between Better and Less‐effective Supervisors in Appraisal of Subordinates

Kirchner, Wayne K.; Reisberg, Donald J.

doi:10.1111/j.1744-6570.1962.tb01624.x

Cited by 25 publications

(12 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Cascio and Valenzi (1977) found a small, positive relationship between raters' length of job experience (and level of education) and ratings of others. Kirchner and Reisberg (1962) found that better supervisors were more discriminating in their ratings of subordinates. Also, whereas poorer supervisors paid more attention to loyalty and cooperation, better supervisors regarded independent, forward looking action by subordinates as important.…”

Section: Rater-ratee Interactions and Expectationsmentioning

confidence: 96%

Self–other rating agreement in leadership: A review

Fleenor

Smither

Atwater

et al. 2010

The Leadership Quarterly

307

454

View full text Add to dashboard Cite

Section: Rater-ratee Interactions and Expectationsmentioning

confidence: 96%

Self–other rating agreement in leadership: A review

Fleenor

Smither

Atwater

et al. 2010

The Leadership Quarterly

307

454

View full text Add to dashboard Cite

“…The rater's level in the organization also influences the dimensions the rater finds important to evaluate. Closeness in terms of levels between the rater and the ratee also affects ratings and rater accuracy (Klimoski & London, 1974). These other-ratings, while less subject to leniency and social desirability bias than self-ratings, are equally likely to suffer from halo error (Zammuto, London, & Rowland, 1982).…”

Section: Other-perception/other-ratingmentioning

confidence: 99%

Understanding self‐perception accuracy: Implications for human resource management

Yammarino

Atwater²

1993

Human Resource Management

188

187

View full text Add to dashboard Cite

A conceptual model of self‐perception accuracy is developed, and its managerial and research implications for human resources management are discussed. The model is based on a series of studies designed to enhance understanding of self–other agreement and the accuracy of self‐perception. Accuracy is defined as the degree of agreement between self‐and other‐evaluations/ratings. In this framework, “other‐ratings” may be provided by subordinates, peers, superiors, or customers/clients, so that self–other agreement includes the entire 360‐degree range of feedback sources available to a focal individual. The evaluations/ratings may concern any of the key areas in personnel and human resource management such as training needs assessment, performance appraisal, or leadership behaviors. The model posits enhanced individual and organizational outcomes when self‐perception is accurate and diminished or mixed outcomes when self‐perception is inflated or deflated, respectively. © 1993 by John Wiley & Sons, Inc.

show abstract

“…Thus, "more effective" managers value initiative, planning ability, perseverance, and broad knowledge; "less effective" managers value consideration, tact, cooperation, teamwork, and loyalty . 9 In the same way, raters are differentially accurate in identifying "correct" and "incorrect" job behaviors. 10 Even when raters focus on a single behavior or trait, subjectivity breeds variance .…”

Section: Beha Vioralism Rater Bias and Variancementioning

confidence: 90%

Performance Appraisal: Behavioralism and Its Discontents

Schwartz¹

1986

CRL

View full text Add to dashboard Cite

he literature on performance appraisal has been written largely in terms of two contrasting emphases. On the one hand -are those writers, principally in the fields of business and applied psychology, who propose multitrait-multimethod appraisal systems. This behavioral approach has a rich, half-century history of research, but it has developed unevenly. Investigation of most of the possible types of rating formats has probably been pushed to the limits of its usefulness, while study of organizational factors surrounding the appraisal process is still rudimentary .

show abstract

Differences Between Better and Less‐effective Supervisors in Appraisal of Subordinates

Cited by 25 publications

References 0 publications

Self–other rating agreement in leadership: A review

Self–other rating agreement in leadership: A review

Understanding self‐perception accuracy: Implications for human resource management

Performance Appraisal: Behavioralism and Its Discontents

Contact Info

Product

Resources

About