Supervisor-subordinate similarity: Types, effects, and mechanisms.

Abstract

Three types of supervisor-subordinate similarity were identified: (a) perceived similarity, perceptions of how similar the supervisor and subordinate are; (b) perceptual congruence, similarity of perceptions about behaviors important in receiving a high merit pay raise; and (c) actual similarity of individual characteristics. The relation(s) among the types of similarity and of each type with various employee outcomes were examined. Results supported the distinctions among types. Each type was related to subordinate performance. Results were less consistent for job satisfaction and pay ratings. Perceived similarity yielded the strongest relation with the dependent variables. The findings also suggest that similarity affects evaluations not only through bias, but also partly because of differences in supervisor-subordinate interactions. Numerous studies have identified factors that affect performance ratings. One such factor is supervisor-subordinate similarity (Landy & Farr, 1980). The present study explores possible effects of three types of similarity: (a) perceived similarity between the evaluator and another person, (b) similarity of supervisor and subordinate perceptions about aspects of the work environment, and (c) actual or demographic similarity. In research on perceived similarity it has generally been assumed that a person who is perceived as similar to the evaluator is more attractive, so that decisions and evaluations regarding that person are biased positively (Byrne, 196 l; Byrne, Young, & Griffitt, 1966). Experimental manipulations of similarity have generally supported this assumption. Persons seen as similar in attitudes and background were treated and evaluated more favorably than were those seen as dissimilar (

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“…More recently, research on relational demography has distinguished between perceived similarity and actual demographic similarity, showing how the tendency for demographically different individuals to receive less favorable evaluations and to become socially marginalized from group decision making is reduced when alternative bases for similarity are made salient (e.g., Pulakos and Wexley, 1983;Kraiger and Ford, 1985;Turban and Jones, 1988). Similarly, while demographic differences between group members can provide a basis for out-group biases in the group, such biases may be avoided when other attitudes, beliefs, or social features that group members have in common are made salient (Kramer, 1991;Huo et al, 1996;Erb et al, 1998).…”