The impact of rater agreeableness and rating context on the evaluation of poor performance

Randall, Raymond; Sharples, Daniel

doi:10.1348/2044-8325.002002

Cited by 21 publications

(20 citation statements)

References 38 publications

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“…This is interesting, since it highlights that although PSM could be generally considered to be socially desirable, it might prove problematic in some managerial situations if those who are high in PSM are too lenient, and as a result do not provide accurate feedback to those they supervise. Additionally, this informs the notion that leniency biases might be predicted by individual difference variables (Kane et al 1995), even though the small amount of empirical research on this topic to date has focused on the Big 5 personality dimensions, particularly conscientiousness and agreeability (Bernardin, Cooke, and Villanova 2000;Randall and Sharples 2012;Yun et al 2005).…”

Section: Public Service Motivation Task and Non-task Behaviormentioning

confidence: 67%

Public Service Motivation, Task, and Non-task Behavior: A Performance Appraisal Experiment with Korean MPA and MBA Students

Christensen¹,

Whiting²,

et al. 2013

International Public Management Journal

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Appraisals of public employees are important for a host of reasons, and particularly so with the increasing emphasis on pay-for-performance systems and performance-based management in the public sector. However, managerial appraisals of employees can be somewhat subjective and our understanding of the appraisal process in the public sector is largely U.S.-centric. In this study, we explore whether characteristics of managers, like a rater's public service motivation (PSM), affect appraisal outcomes for their subordinates. Using a mixed experimental design, we analyze these dynamics in a non-U.S. context with MBA and MPA students enrolled in one of Korea's top universities. We find that rater PSM moderates the influence of both task and non-task behavior on an employee's performance appraisal.

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Section: Public Service Motivation Task and Non-task Behaviormentioning

confidence: 67%

Public Service Motivation, Task, and Non-task Behavior: A Performance Appraisal Experiment with Korean MPA and MBA Students

Christensen¹,

Whiting²,

et al. 2013

International Public Management Journal

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“…For example, in their empirical investigations, Tziner et al (2002), with a heterogeneous sample of 253 managers in Israel, and Randall and Sharples (2012), in an experiment with 230 government employees, found conscientiousness and agreeableness, respectively, causing variations in ratings. extroversion, agreeableness, conscientiousness, neuroticism and openness) that were deemed vital to variations in ratings.…”

Section: Pa Accuracy and Ratee Reactionsmentioning

confidence: 99%

“…extroversion, agreeableness, conscientiousness, neuroticism and openness) that were deemed vital to variations in ratings. For example, in their empirical investigations, Tziner et al (2002), with a heterogeneous sample of 253 managers in Israel, and Randall and Sharples (2012), in an experiment with 230 government employees, found conscientiousness and agreeableness, respectively, causing variations in ratings. In two more empirical studies using students as participants, Bernardin and colleagues investigated the effects of these two personality traits on ratings about ratees.…”

Section: Pa Accuracy and Ratee Reactionsmentioning

confidence: 99%

Effectiveness of Performance Appraisal: An Integrated Framework

Iqbal

Akbar

Budhwar

2014

Int J Management Reviews

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Based on a robust analysis of the existing literature on performance appraisal (PA), this paper makes a case for an integrated framework of effectiveness of performance appraisal (EPA).To achieve this, it draws on the expanded view of measurement criteria of EPA, i.e. purposefulness, fairness and accuracy, and identifies their relationships with ratee reactions. The analysis reveals that the expanded view of purposefulness includes more theoretical anchors for the purposes of PA and relates to various aspects of human resource functions, e.g. feedback and goal orientation. The expansion in the PA fairness criterion suggests certain newly established nomological networks, which were ignored in the past, e.g. the relationship between distributive fairness and organization-referenced outcomes. Further, refinements in PA accuracy reveal a more comprehensive categorization of rating biases. Coherence among measurement criteria has resulted in a ratee reactions-based integrated framework, which should be useful for both researchers and practitioners

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“…In a review article, Tziner et al (2005) noted that personality traits 'likely play a part in shaping rating behavior ' (p. 94). Furthermore, a number of empirical investigations along these lines have taken place (e.g., Bernardin & Orban, 1990;Fried, Levi, Ben-David, Tiegs, & Avital, 2000;Randall & Sharples, 2012;Yun, Donahue, Dudley, & McFarland, 2005). However, despite the research conducted thus far, there are several issues in this literature that preclude the ability to draw meaningful conclusions.…”

Section: Practitioner Pointsmentioning

confidence: 99%

Does rater personality matter? A meta‐analysis of rater Big Five–performance rating relationships

Harari

Rudolph

Laginess

2014

J Occupat & Organ Psyc

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We examined rater personality traits consistent with the Five-Factor Model as sources of systematic non-performance variance in job performance ratings using meta-analysis (k = 28). Several personality factors, including agreeableness, extraversion, and emotional stability, were related to performance ratings (q = .25, .12, and .12, respectively), and features of the rating context (e.g., study setting, appraisal purpose, accountability) moderated these relationships. Cumulatively, the Big Five accounted for between 6% and 22% of the variance in performance ratings. Implications for performance appraisal research and practice are discussed. Practitioner pointsPerformance ratings serve a number of important functions in organizations, and their construct validity is a central issue. We identified rater personality traits, consistent with the Five-Factor Model, as sources of non-performance variance in performance ratings. To the extent that job performance ratings are contaminated by rater personality traits, requiring raters to justify their ratings may result in criterion scores that reflect greater levels of criterion relevance.

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The impact of rater agreeableness and rating context on the evaluation of poor performance

Cited by 21 publications

References 38 publications

Public Service Motivation, Task, and Non-task Behavior: A Performance Appraisal Experiment with Korean MPA and MBA Students

Public Service Motivation, Task, and Non-task Behavior: A Performance Appraisal Experiment with Korean MPA and MBA Students

Effectiveness of Performance Appraisal: An Integrated Framework

Does rater personality matter? A meta‐analysis of rater Big Five–performance rating relationships

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