Reactions to Appraisal Discrepancies: Performance Ratings and Attributions

被引：0
|
作者：
Paul E. Levy
Brian D. Cawley
Roseanne J. Foti
机构：
[1] The University of Akron,Department of Psychology
[2] Landy,undefined
[3] Jacobs,undefined
[4] and Associates,undefined
[5] Virginia Polytechnic Institute and State University,undefined
来源：
Journal of Business and Psychology | 1998年 / 12卷
关键词：
Performance Rating; Social Psychology; Field Study; Rating Discrepancy; Social Issue;
D O I：
暂无
中图分类号：
学科分类号：
摘要：
The traditional top-down approach to performance appraisal has been criticized as not keeping pace with the move toward more participative organizations of the last decade. This has led many organizations to adopt newer performance appraisal systems that use multiple feedback sources (e.g., 360-degree feedback systems). However, research indicates that multiple feedback sources often disagree on performance ratings and attributions. The current paper reports the results of one laboratory and one field study that show the importance of performance and attributional rating discrepancies on the appraisal process.
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页码：437 / 455
页数：18
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