Affiliation:
1. Delaware State University, USA,
Abstract
This study explored supervisors’ explanations for performance ratings assigned to subordinates. It was suggested that supervisors may emphasize a different set of factors across groups in arriving at an overall evaluation that would reflect different implicit theories of performance for different ethnic groups. Operationally, these differences were predicted to be reflected as differences across groups in the factors cited by supervisors in justifying their performance ratings of subordinates. The study also examined the consistency between these assigned ratings and the written justifications. Using a sample of bank staff, supervisors’ written summaries of subordinate performance were content analyzed to identify the types of comments made across groups and the match or mismatch with overall ratings. Hypotheses received partial support.The results are interpreted in light of the literature on group differences in performance ratings, and implications for future research and practice are discussed.
Subject
Management of Technology and Innovation,Strategy and Management,General Social Sciences,Arts and Humanities (miscellaneous)
Reference74 articles.
1. Atwater LE, Yammarino FJ ( 2001) Understanding agreement in multisource feedback . In: Bracken DW, Timmreck CW, Church A (eds) The Handbook of Multisource Feedback. San Francisco, CA : Jossey-Bass, 204-220.
2. The criterion problem: 1917–1992.
3. Barnes-Farrell JL ( 2001) Performance appraisal: Person perception processes and challenges. In: London M (ed.) How People Evaluate Others in Organizations. Mahwah: NJ: LEA, 135-153.
4. Opportunity Recognition as Pattern Recognition: How Entrepreneurs “Connect the Dots” to Identify New Business Opportunities
5. Ethnic group differences in relationships among criteria of job performance.
Cited by
32 articles.
订阅此论文施引文献
订阅此论文施引文献,注册后可以免费订阅5篇论文的施引文献,订阅后可以查看论文全部施引文献