Research Notes: Interpersonal Affect and Rating Errors

Tsui, Anne S.; Barry, Bruce

doi:10.5465/256225

Cited by 37 publications

(42 citation statements)

References 24 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Conway (1998) showed that interpersonal affect accounts for significant method variance in performance appraisal ratings. For example, Tsui and Barry (1986) found that raters' interpersonal affect (liking) toward a ratee was positively related to the leniency (favorableness) of performance ratings. Also, raters with negative feelings toward the ratee displayed more halo (across dimensions) in their ratings.…”

Section: Ratee Self-appraisalsmentioning

confidence: 96%

Self–other rating agreement in leadership: A review

Fleenor

Smither

Atwater

et al. 2010

The Leadership Quarterly

298

454

View full text Add to dashboard Cite

Section: Ratee Self-appraisalsmentioning

confidence: 96%

Self–other rating agreement in leadership: A review

Fleenor

Smither

Atwater

et al. 2010

The Leadership Quarterly

298

454

View full text Add to dashboard Cite

“…For example, Cardy and Dobbins (1986) and Tsui and Barry (1986) have reported that the degree to which a particular target is liked influences the performance ratings assigned to that target. Beyond the appraisal context, leadership researchers have noted that liking may be an important precursor of leadership ratings (Engle & Lord, 1997;Lewter & Lord, 1992;Liden, Wayne, & Stilwell, 1993;Wayne & Ferris, 1990).…”

Section: Affect and Transformational Leadership Ratingsmentioning

confidence: 97%

Elaborating the construct of transformational leadership: The role of affect

Brown

Keeping

2005

The Leadership Quarterly

150

124

View full text Add to dashboard Cite

“…It is plausible that participants have asked managers or colleagues that they like to work with to rate their workplace deviance. Likeability causes ratings to be biased through the halo effect, resulting in a more positive rating of the participant (Tsui and Barry 1986). Therefore, we urge replication in an organizational setting, where self-selection may be less of an issue.…”

Section: Discussionmentioning

confidence: 95%

Validation of a Digital Work Simulation to Assess Machiavellianism and Compliant Behavior

et al. 2014

View full text Add to dashboard Cite

This paper describes a new and innovative measure that is developed to predict workplace deviance through the measurement of Machiavellianism and Compliant Behavior. Two field studies were conducted to study the validity of the digital work simulation. In Study 1, (N = 113) support was found for the construct validity of the simulation. The constructs as measured with the simulation correlated significantly with self-reported measures of the constructs and were related to personality and selfesteem. Study 2 (N = 285) examined the criterion-related validity of the simulation and showed that through the assessment of Machiavellianism the simulation was able to predict workplace deviance, and incrementally predicted organizational deviance over and above the Machiavellianism Personality Scale. Machiavellianism as measured with the simulation was less susceptible to social desirable answering compared to the Machiavellianism self-report. The paper finishes with study limitations, future research directions, and practical implications.

show abstract

Research Notes: Interpersonal Affect and Rating Errors

Cited by 37 publications

References 24 publications

Self–other rating agreement in leadership: A review

Self–other rating agreement in leadership: A review

Elaborating the construct of transformational leadership: The role of affect

Validation of a Digital Work Simulation to Assess Machiavellianism and Compliant Behavior

Contact Info

Product

Resources

About