Differences in self- and managerial-ratings on generic performance dimensions
SA Journal of Industrial Psychology
| Field | Value | |
| Title | Differences in self- and managerial-ratings on generic performance dimensions | |
| Creator | van Lill, Xander van der Merwe, Gerda | |
| Description | Orientation: The 360-degree performance assessments are frequently deployed. However, scores by different performance reviewers might erroneously be aggregated, without a clear understanding of the biases that are inherent to different rating sources.Research purpose: The purpose of this study was to determine whether there are conceptual and mean score differences between self- and managerial-ratings on performance dimensions.Motivation for the study: Combining self- and managerial-ratings may lead to incorrect decisions about the development, promotion, and/or remuneration of employees. Understanding the effects of rating sources may aid thoughtful decisions about the applications of self- versus managerial-ratings in low- and high-stakes decisions.Research approach/design and method: A cross-sectional design was implemented by asking 448 managers to evaluate their subordinates’ performance, and 435 employees to evaluate their own performance. The quantitative data were analysed by means of multi-group factor analyses and robust t-tests.Main findings: There was a satisfactory degree of structural equivalence between self- and managerial-ratings. Practically meaningful differences emerged when the means of self- and managerial-ratings were compared.Practical/managerial implications: It might be meaningful to uncouple self- and managerial-ratings, when providing performance feedback. Managerial ratings might be a more conservative estimate, which could be used for high-stakes decisions, such as remuneration or promotion.Contribution/value-add: This study is the first to investigate the effect of rating sources on a generic model of performance in South Africa. It provides valuable evidence regarding when different rating sources should be used in predictive studies, performance feedback, or high-stakes talent decisions. | |
| Publisher | AOSIS | |
| Date | 2022-11-29 | |
| Identifier | 10.4102/sajip.v48i0.2045 | |
| Source | SA Journal of Industrial Psychology; Vol 48 (2022); 10 pages 2071-0763 0258-5200 | |
| Language | eng | |
| Relation |
The following web links (URLs) may trigger a file download or direct you to an alternative webpage to gain access to a publication file format of the published article:
https://sajip.co.za/index.php/sajip/article/view/2045/3578
https://sajip.co.za/index.php/sajip/article/view/2045/3579
https://sajip.co.za/index.php/sajip/article/view/2045/3580
https://sajip.co.za/index.php/sajip/article/view/2045/3581
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