Additional evidence of attitudinal influences in performance appraisal

Aharon Tziner, Kevin R. Murphy

Research output: Contribution to journalArticlepeer-review

Abstract

The attitudes of twenty-nine managers toward performance appraisal and toward their organization were used to predict differences in mean ratings and measures of discrimination among ratees and performance dimensions. Substantial multiple correlations were obtained for all three dependent variables (between 32 and 46% of the variance in each measure was explained), and several individual correlations were statistically significant. Raters who showed low levels of confidence in the appraisal system, high levels of discomfort, or high levels of instrumental commitment were more likely to provide ratings that were unusually high or that did not discriminate well among ratees and/or dimensions. Raters who showed higher levels of attitudinal commitment or who perceived more risks associated with distorting ratings tended to provide lower ratings and to discriminate among ratees and/or dimensions.

Original languageEnglish
Pages (from-to)407-419
Number of pages13
JournalJournal of Business and Psychology
Volume13
Issue number3
DOIs
Publication statusPublished - 1999
Externally publishedYes

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