The Effects of Cognitive Style on Rating Accuracy With an Overall Rating Scale

Lee, Jo Ann

doi:10.1207/s15327043hup0104_3

Cited by 6 publications

(4 citation statements)

References 26 publications

(9 reference statements)

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“…The empirical evidence on cognitive style and heuristics is scant and has become dormant in recent times. Raters high on selective attention ability (Cardy & Kehoe, 1984;Lee, 1988) and those possessing a normative implicit theory of performance (i.e., their beliefs about required behaviors concurred with those contained in formal rating criteria; Hauenstein & Alexander, 1991) tend to be more accurate in their performance ratings. Clearly, we need a more solid empirical research base before firm conclusions may be drawn about the usefulness of cognitive style and heuristics to predict rating quality.…”

Section: Specific Characteristics: Cognitive Style and Heuristicsmentioning

confidence: 96%

The profile of the ‘Good Judge’ in HRM: A systematic review and agenda for future research

Köck

Lievens

Born

2020

Human Resource Management Review

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Section: Specific Characteristics: Cognitive Style and Heuristicsmentioning

confidence: 96%

The profile of the ‘Good Judge’ in HRM: A systematic review and agenda for future research

Köck

Lievens

Born

2020

Human Resource Management Review

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“…Characteristics of raters such as intelligence, personality, and ability have been recognized in the appraisal literature as potentially important influences on ratings (e.g. Lee, 1988; Cardy and Kehoe, 1984). To the extent that rater characteristics influence evaluations of performance, the evaluations can indicate more about the rater than the ratee.…”

Section: Theoretical Foundations and Hypothesesmentioning

confidence: 99%

The influence of job performance outcomes on ethical assessments

Selvarajan

Cloninger

2009

Personnel Review

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PurposeThe purpose of this paper is to examine how ethical assessments of employees are influenced by job performance outcomes, that is, by an employee's success or failure as measured by a successful or unsuccessful job appraisal.Design/methodology/approachA sample of 180 employees rated the performance of a fictitious salesperson described in one of four written vignettes as successful/ethical, successful/unethical, unsuccessful/ethical or unsuccessful/unethical.FindingsJob performance outcomes bias the ethical assessments of raters, even raters with stronger ethical beliefs. Successful employees were judged to have exhibited more ethical behaviors than unsuccessful employees.Research limitations/implicationsJob performance outcomes are a systematic source of bias that should be examined to determine the locus of effect as either rater perception and/or recall of ethical behavior that is biased by the job outcomes achieved by ratees. Studies should also examine other rater characteristics such as cognitive moral development; whether ethical intensity of the incidents in the vignettes influences assessments; whether training or other sources of appraisal (e.g. customers or peers) moderates bias; and field settings.Practical implicationsManagers who reward unethical performance with positive job appraisals will influence other employees to be more accepting of unethical behavior and may undermine organizational processes such as background checks. Organizations may try to counter these effects by other sources of appraisal (e.g. customers or peers), training, or supplementary methods.Originality/valueThe research provides important new empirical evidence regarding incorporating ethical behavior into performance appraisals, and has implications for managers seeking to improve employees' ethical behaviors, and for researchers examining performance appraisals, cognition, ethics, and organizational processes.

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“…Personal characteristics also have been recognized in the appraisal literature as potentially important influences on ratings (e.g., Cardy & Kehoe, 1984;DeCottis & Petit, 1978;Lee 1988). In particular, individuals may differ in their internal standards for identifying behavior as ethical or unethical based upon their personal beliefs.…”

Section: Performance Appraisals Gender and Personal Beliefsmentioning

confidence: 99%

The Importance Of Accurate Performance Appraisals For Creating Ethical Organizations

Selvarajan

Cloninger

2011

JABR

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Improving the day-to-day ethical judgments of employees within an organization remains a challenge. This study examined how employees’ job performance outcomes influence how others judge the employees’ ethical performance. The research found that respondents judged employees with successful job performance outcomes to have exhibited more ethical behaviors than employees with unsuccessful job performance outcomes. This pattern of results was consistent regardless of the respondent’s ethical beliefs. We discuss implications of these results for research and for practice, particularly in terms of improving judgments of ethical behavior in organizations.

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The Effects of Cognitive Style on Rating Accuracy With an Overall Rating Scale

Cited by 6 publications

References 26 publications

The profile of the ‘Good Judge’ in HRM: A systematic review and agenda for future research

The profile of the ‘Good Judge’ in HRM: A systematic review and agenda for future research

The influence of job performance outcomes on ethical assessments

The Importance Of Accurate Performance Appraisals For Creating Ethical Organizations

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