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Journal of Business and Psychology

, Volume 12, Issue 3, pp 283–298 | Cite as

Effects of Self-Appraisal Information, Appraisal Purpose, and Feedback Target on Performance Appraisal Ratings

  • Ted H. Shore
  • Janet S. Adams
  • Armen Tashchian
Article

Abstract

This experiment investigated the effects of three factors on performance appraisal ratings: self-appraisal information, appraisal purpose, and feedback target. Two hundred and three subjects rated a subordinate's performance on a clerical task subsequent to receiving either a high or low self-assessment. They were told they would provide performance feedback either to the experimenter (organizational agent) or their subordinate, and their ratings would be used either for an administrative decision or developmental feedback. Performance ratings were significantly higher when subjects received a favorable subordinate self-assessment than when self-assessments were unfavorable. A significant interaction was found between feedback target and the appraisal purpose. Implications for the use of self-appraisals in organizations were discussed.

Keywords

Significant Interaction Performance Rating Social Psychology Social Issue Performance Feedback 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

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Copyright information

© Human Sciences Press, Inc. 1998

Authors and Affiliations

  • Ted H. Shore
    • 1
  • Janet S. Adams
    • 2
  • Armen Tashchian
    • 2
  1. 1.Kennesaw State UniversityMarietta
  2. 2.Kennesaw State UniversityUSA

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