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.
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Shore, T.H., Adams, J.S. & Tashchian, A. Effects of Self-Appraisal Information, Appraisal Purpose, and Feedback Target on Performance Appraisal Ratings. Journal of Business and Psychology 12, 283–298 (1998). https://doi.org/10.1023/A:1025071329102
- Significant Interaction
- Performance Rating
- Social Psychology
- Social Issue
- Performance Feedback