Can performance raters be more accurate? Investigating the benefits of prior knowledge of performance dimensions.: An article from: Journal of Managerial Issues
Book Details
Author(s)Nancy E. Day
ISBN / ASINB00093R6JQ
ISBN-13978B00093R6J6
AvailabilityAvailable for download now
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This digital document is an article from Journal of Managerial Issues, published by Pittsburg State University - Department of Economics on September 22, 1995. The length of the article is 7620 words. The page length shown above is based on a typical 300-word page. The article is delivered in HTML format and is available in your Amazon.com Digital Locker immediately after purchase. You can view it with any web browser.
From the author: Research in performance appraisals has found that most errors are due to the way that raters process information. This study builds on previous research investigating "on line" and "memory based" processing. When raters know that they will be rating performance before they observe behavior, they should theoretically use on line processing and produce more accurate ratings that depend on a person impression which is based on relevant performance dimensions. In previous studies, raters who do not have prior knowledge of the rating task and dimensions have been hypothesized to rely on memory based processing. However, since conditions in this study more closely approximate an actual rating situation, reliance on a less accurate impression of overall effectiveness (or ineffectiveness) was predicted. An in-basket test was used to create an environment that was representative of how performance information is typically received. Results showed, as predicted, that raters with prior knowledge of the rating task did show more accurate results. However, both groups showed evidence of relying on a general effective-in-effective impression. Also as predicted, memory based processing was not found.
Citation Details
Title: Can performance raters be more accurate? Investigating the benefits of prior knowledge of performance dimensions.
Author: Nancy E. Day
Publication:Journal of Managerial Issues (Refereed)
Date: September 22, 1995
Publisher: Pittsburg State University - Department of Economics
Volume: v7 Issue: n3 Page: p323(20)
Distributed by Thomson Gale
From the author: Research in performance appraisals has found that most errors are due to the way that raters process information. This study builds on previous research investigating "on line" and "memory based" processing. When raters know that they will be rating performance before they observe behavior, they should theoretically use on line processing and produce more accurate ratings that depend on a person impression which is based on relevant performance dimensions. In previous studies, raters who do not have prior knowledge of the rating task and dimensions have been hypothesized to rely on memory based processing. However, since conditions in this study more closely approximate an actual rating situation, reliance on a less accurate impression of overall effectiveness (or ineffectiveness) was predicted. An in-basket test was used to create an environment that was representative of how performance information is typically received. Results showed, as predicted, that raters with prior knowledge of the rating task did show more accurate results. However, both groups showed evidence of relying on a general effective-in-effective impression. Also as predicted, memory based processing was not found.
Citation Details
Title: Can performance raters be more accurate? Investigating the benefits of prior knowledge of performance dimensions.
Author: Nancy E. Day
Publication:Journal of Managerial Issues (Refereed)
Date: September 22, 1995
Publisher: Pittsburg State University - Department of Economics
Volume: v7 Issue: n3 Page: p323(20)
Distributed by Thomson Gale
