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

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journal contribution
posted on 17.07.2014 by Raymond Randall, Daniel Sharples
We tested the effects of rater agreeableness on the rating of others’ poor performance in performance appraisal (PA). We also examined the interactions between rater agreeableness and two aspects of the rating context: ratee self-ratings and the prospect of future collaboration with the ratee after the feedback of PA ratings. Participants were government employees (N = 230) allocated to one of six experimental groups (a 3 × 2 between-groups design) or a control group (n = 20). Participants received accurate, low-deviated or high-deviated self-ratings from the ratee. Half were notified they would collaborate with the ratee in a future task. High rater agreeableness, positive deviations in self-rating, and the prospect of future collaboration were all independent predictors of higher PA ratings. The interactions between rater agreeableness and rating context were very small and inconsistent. We argue that conflict avoidance is an important motivation for those rating the performance of others.

History

School

  • Business and Economics

Department

  • Business

Citation

RANDALL, R. and SHARPLES, D., 2012. The impact of rater agreeableness and rating context on the evaluation of poor performance. Journal of Occupational and Organizational Psychology, 85 (1), pp. 42-59.

Publisher

Wiley (© British Psychological Society)

Version

AM (Accepted Manuscript)

Publication date

2012

Notes

The published version of this article is available at: http://dx.doi.org/10.1348/2044-8325.002002.

ISSN

0963-1798

eISSN

2044-8325

Language

en

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