The Influence of a Manager's Own Performance Appraisal on the Evaluation of Others

This study examined the possibility that the performance appraisal process is affected by a pervasive and inherent effect that has heretofore been unidentified. This effect derives from the results of the performance appraisal most recently performed on the manager who subsequently conducts appraisals of others. The nature of this effect was examined in four studies. In a case study, the ratings received by two area coordinators in a university academic department affected their subsequent ratings of faculty. In a simulation, 30 managers received hypothetical feedback regarding their own job performance. The managers subsequently evaluated an employee on videotape. Managers who received positive feedback about their performance subsequently rated the employee significantly higher than managers who received negative feedback regarding their own performance. This occurred despite the fact that the managers knew the evaluation of them was bogus. The results of two follow‐up field studies involving 74 manager–employee dyads in a manufacturing company in Canada and 39 manager–subordinate dyads in a retail organization in Turkey are consistent with the view that one's own performance appraisal is related to the subsequent appraisal of one's subordinates. Both anchoring with insufficient adjustment and a mood induction may explain this effect, but the results are more consistent with the former explanation than the latter.     

Perceiving musical tension in long chord sequences

We attempted to predict perceived musical tension in longer chord sequences by hierarchic and sequential models based on Lerdahl and Jackendoff's and Lerdahl's cognitive theories and on Parncutt's sensory-psychoacoustical theory. Musicians and nonmusicians were asked to rate the perceived tension of chords which were drawn either from a piece composed for the study (Exp. 1) or from a Chopin Prelude (Exps. 2–4). In Exps. 3 and 4, several experimental manipulations were made to emphasize either the global or the local structure of the piece and to verify how these manipultions would affect the respective contribution of the models in the ratings. In all experiments, musical tension was only weakly influenced by global harmonic structure. Instead, it mainly seemed to be determined locally, by harmonic cadences. The hierarchic model of Lerdahl and Jackendoff provided the best fit to tension ratings, not because it accounted for global hierarchic effects, but because it captured the local effect of cadences. By reacting to these local structures, tension ratings fit quite well with a hierarchic model, even though the participants were relatively insensitive to the global structure of the pieces. As a main outcome, it is argued that musical events were perceived through a short perceptual window sliding from cadence to cadence along a sequence. Received: 24 March 1997 / Accepted: 10 May 1998     

Rating leniency and halo in multisource feedback ratings: testing cultural assumptions of power distance and individualism-collectivism

This study extends multisource feedback research by assessing the effects of rater source and raters' cultural value orientations on rating bias (leniency and halo). Using a motivational perspective of performance appraisal, the authors posit that subordinate raters followed by peers will exhibit more rating bias than superiors. More important, given that multisource feedback systems were premised on low power distance and individualistic cultural assumptions, the authors expect raters' power distance and individualism-collectivism orientations to moderate the effects of rater source on rating bias. Hierarchical linear modeling on data collected from 1,447 superiors, peers, and subordinates who provided developmental feedback to 172 military officers show that (a) subordinates exhibit the most rating leniency, followed by peers and superiors; (b) subordinates demonstrate more halo than superiors and peers, whereas superiors and peers do not differ; (c) the effects of power distance on leniency and halo are strongest for subordinates than for peers and superiors; (d) the effects of collectivism on leniency were stronger for subordinates and peers than for superiors; effects on halo were stronger for subordinates than superiors, but these effects did not differ for subordinates and peers. The present findings highlight the role of raters' cultural values in multisource feedback ratings.     

Early antecedents of emotion differentiation and regulation: Experience tunes the appraisal thresholds of emotional development in infancy

In this review, we synthesize evidence to highlight cognitive appraisal as an important developmental antecedent of individual differences in emotion differentiation and adept emotion regulation. Emotion differentiation is the degree to which emotions are experienced in a nuanced or “granular” way—as specific and separable phenomena. More extensive differentiation is related to positive wellbeing and has emerged as a correlate of emotion regulation skill among adults. We argue that the cognitive appraisal processes that underlie these facets of emotional development are instantiated early in the first year of life and tuned by environmental input and experience. Powerful socializing input in the form of caregivers’ contingent and selective responding to infants’ emotional signals carves and calibrates the infant’s appraisal thresholds for what in their world ought to be noticed, deemed as important or personally meaningful, and responded to (whether and how). These appraisal thresholds are thus unique to the individual child despite the ubiquity of the appraisal process in emotional responding. This appraisal infrastructure, while plastic and continually informed by experience across the lifespan, likely tunes subsequent emotion differentiation, with implications for children’s emotion regulatory choices and skills. We end with recommendations for future research in this area, including the urgent need for developmental emotion science to investigate the diverse sociocultural contexts in which children’s cognitive appraisals, differentiation of emotions, and regulatory responses are being built across childhood.     

Predictors of employee satisfaction with the performance appraisal process

Several studies have documented the importance of the performance appraisal interview in the appraisal process. However, interactions between the rater and ratee prior to the end of the performance evaluation period have been given little attention. The present study investigated the impact of several aspects of the appraisal process on three outcome measures: satisfaction with the appraisal process, fairness of ratings and motivation to improve performance. The findings suggest the importance of viewing the performance appraisal process from a systematic perspective, rather than as a single event.     

The role of appraisal purpose: Effects of purpose on information acquisition and utilization

Past research on the role of appraisal purpose in the appraisal decision-making process has concentrated on the motivational role of purpose. Research has found that raters are less willing to give poor ratings when appraisals are to be used for some purposes rather than others. The present paper describes two experiments which explore how appraisal purpose might affect rater cognitive activities as well. The first experiment investigated how appraisal purpose and outcomes affect how raters differentially utilize information to make appraisal decisions. Few differences were found. The second experiment investigated how raters differentially search for performance information to make appraisal decisions for different purposes and outcomes. Raters were found to search for more comparative information when they had to select one of several ratees for some treatment. The results also indicated a discrepancy between how information is collected and how it is used. Implications for defining the role of purpose in the appraisal process, as well as for recent process approaches to performance appraisal, are discussed.     

TOWARD NARROWING THE RESEARCH-PRACTICE GAP IN PERFORMANCE APPRAISAL

Recently, performance appraisal researchers have adopted a cognitive approach to analyzing judgment processes in performance appraisal. While this approach allows researchers to tap a wealth of knowledge applicable to the appraisal context, this line of research is likely to widen the already existing gap between research and practice. We argue that coordination of the talents of researchers and practitioners is essential for narrowing the gap. Specifically, we suggest researchers focus their research on the best methods of ensuring use of relevant and valid data in appraisal, given organizational constraints. We also suggest practitioners focus on determining observable and measurable aspects of performance, and thus, specify appropriate appraisal content. We also note that cognitive process research has promise for increasing raters' ability to judge accurately, but that this approach does not necessarily address the rater's willingness to provide accurate ratings.     

The Impact of Computerized Performance Monitoring and Prior Performance Knowledge on Performance Evaluation1

Despite claims that computerized performance monitoring (CPM) systems provide objective performance data and thus foster accurate employee evaluations, few research studies have examined the impact of CPM data on the performance appraisal process. A laboratory experiment was conducted to assess the impact of prior performance level on requests for computerized performance information, and the influence of both prior performance level and requested information on performance evaluation. Forty-four male and female undergraduates electronically monitored four simulated employees whose prior performance was either high or low and whose performance during the monitoring period was either high or low. Results indicated that prior performance level and employee performance during the monitoring period independently influenced both current and future performance ratings. Further, when the simulated employee performed at a level incongruent with her prior performance, subjects requested more data about the employee's performance, were less certain about their ratings of the employee's current and future performance, and rated the employee's current performance as more variable than when the employee performed at a level congruent with prior performance. These results indicate that use of CPM systems that allow on-line access to employee performance and that record requested information may increase performance evaluation accuracy by facilitating the implementation of search strategies best suited to specific appraisal tasks and minimizing memory-related biases. However, such systems may not eliminate the effects of attention/encoding biases.     

Application of the means-end theoretic for understanding the cognitive bases of performance appraisal

Applicability of means-end theory to the area of performance appraisal was tested in a sample of 22 nurse supervisors. Individual interviews were conducted which employed triadic sorting and laddering procedures in order to identify cognitive concepts most salient to performance rating. These concepts were classified according to level of abstraction—attribute, consequence, or value. This classification served as the basis for construction of a summary cognitive map of the performance appraisal process for this sample. Cognitive differentiation analysis revealed that, on average, value level concepts accounted for significant variance in performance judgments over and above that which was accounted for by attributes and consequences. Conclusions include an argument for further investigaton of personal values and their effects on the performance appraisal process.     

Examination and Measurement of Halo Via Curvilinear Regression: A New Approach to Halo1

Much disagreement and confusion has surrounded the nature of the relationship between halo and performance rating accuracy. Traditionally, the relationship has been assumed to be linear ( Cooper, 1981 ), but Fisicaro (1988 ) proposed that the relationship between halo and performance rating accuracy is, instead, curvilinear. Using the halo index suggested by Balzer & Sulsky (1992 ), the results of the present study provided empirical evidence to support Fisicaro's proposal. Future research examining the relationship between halo and accuracy should consider the use of quadratic models, instead of linear ones. For the practitioner, this result implies that low rating dimension intercorrelations (negative halo) may lead to inaccuracy in ratings in much the same way as do high rating dimension intercorrelations (positive halo).     

Theoretical and methodological analysis of partial knowledge

A theory of partial knowledge is proposed as an explanation of cognitive development, and methods are described for testing the theory. The theory consists of three structure-process pairs, each of which postulates a type of cognitive structure and a developmental process specific to that type. In restricted knowledge, a unitary algorithm is the cognitive structure, and amendment is the developmental process. In variable sampling, a structure of unitary substitutes is paired with a process of selection. In variable integration, modular components are paired with self-monitoring. Methods for testing the theory form a sequence of mathematical models. The first model in the sequence, called a model of double assessment, is described both verbally and mathematically. Other models in the sequence are described verbally with reference to other articles for the formal mathematics. Also described are some nonmathematical methods to be used as sequels to the double assessment model.     

Multisource Feedback and Leaders' Goal Performance: Moderating effects of rating purpose,rater perspective,and performance dimension

The main purposes of this study are to examine whether multisource feedback ratings predict leaders' organizational goal performance, and whether the relationships are consistent across the two rating purposes (developmental, administrative), two leadership dimensions behaviors (Consideration, Initiating Structure), and three rating perspectives (supervisor, self, and ‘other’ raters, i.e., peers and subordinates). Leaders (n=396) in a large organization in the transportation industry participated in two multisource feedback programs, the first for developmental purposes and the second 8 months later for administrative purposes. Approximately 1 month later, they were rated by their supervisor on their effectiveness in attaining five organizational performance goals (financial, safety, customer satisfaction, employee satisfaction, diversity). Results revealed that both developmental ratings and administrative ratings uniquely predicted leaders' goal performance. However, both leadership dimension and rater perspective moderated these relationships. Leadership behaviors associated with Consideration were stronger predictors of goal performance for supervisor ratings, whereas behaviors associated with Initiating Structure were stronger predictors of goal performance for self and other ratings.     

Cognitive changes in pregnancy: mild decline or societal stereotype?

This research compared pregnant and non‐pregnant women's perceptions of cognitive change and their performance on 13 sensitive memory and attention tasks (Study 1) and two complex driving simulation tasks (Study 2). The pregnant, but not the non‐pregnant, women rated their cognitive abilities as worse than before, but only two performance measures from Study 1 differentiated the two groups (speed of language processing and attentional switching). Study 3 examined beliefs about pregnancy‐related cognitive decline. Women and men with and without immediate experience of pregnancy rated pregnant women's cognitive abilities as slightly worse than before pregnancy. Memory ratings were worse from women and from those with immediate experience of pregnancy. It is concluded that there may be some mild effects of pregnancy on performance of some specific cognitive functions but that cultural expectations based on a stereotype of cognitive decline also contribute to pregnant women's perception of cognitive change. Copyright © 2008 John Wiley & Sons, Ltd.     

Effects of Self-Appraisal Information, Appraisal Purpose, and Feedback Target on Performance Appraisal Ratings

This experiment investigated the effects of three factors on performance appraisal ratings: self-appraisal information, appraisal purpose, and feedback target. Two hundred and three subjects rated a subordinate's performance on a clerical task subsequent to receiving either a high or low self-assessment. They were told they would provide performance feedback either to the experimenter (organizational agent) or their subordinate, and their ratings would be used either for an administrative decision or developmental feedback. Performance ratings were significantly higher when subjects received a favorable subordinate self-assessment than when self-assessments were unfavorable. A significant interaction was found between feedback target and the appraisal purpose. Implications for the use of self-appraisals in organizations were discussed.     

Effects of a cognitive-behavioral intervention on field hockey players’ appraisals of organizational stressors

ObjectivesWe assessed the effects of a cognitive-behavioral intervention on English field hockey players’ appraisals of organizational stressors, emotions, and performance satisfaction.DesignA concurrent, across-participants, multiple-baseline, single-case research design with a three months post-intervention follow-up.MethodFour high-level female field hockey players participated in a four phase intervention that lasted between 24 and 26 weeks: rapport-building and observation (phase I), baseline monitoring (phase II), educating the players and facilitating acquisition of a cognitive restructuring technique (phase III), and encouraging integration of the technique during sport performance (phase IV). Questionnaires and social validation were used to record the participants' appraisals, emotions, and performance satisfaction throughout the intervention. A three months post-intervention follow-up was conducted to assess the participants’ retention of the intervention effects.ResultsReduced threat and loss appraisals and elevated challenge appraisals were reported immediately after Phase III had been introduced. Pleasant emotions and performance satisfaction increased while unpleasant emotions decreased throughout the intervention. Social validation immediately post-intervention and at the end of the follow-up period indicated sustained adaptive changes in each of the outcome variables.ConclusionsCognitive restructuring represents a promising technique for optimizing high-level hockey players’ appraisals. Challenge appraisals and pleasant emotions appear to be linked with increased performance satisfaction and positive intervention effects can be retained for a period of three months post-intervention. Researchers should examine the effectiveness and efficacy of the cognitive restructuring technique with other populations to develop a robust evidence base for appraisal optimization in sport.     

An individual differences approach to the halo-accuracy paradox

In performance appraisal, the halo-accuracy paradox describes the surprising result that rater accuracy can be positively correlated with the halo rating error. Fisicaro (1988) provided an explanation for this unlikely relationship by proposing an inverse V function as the relationship between accuracy and invalid halo in which maximum accuracy is located at zero invalid halo. This paper develops the model by proposing that maximum accuracy does not have to be at zero invalid (Hypothesis 1). As the cognitive difficulty of a rating task increases, a negative monotonie relationship between maximum achievable accuracy and associated value of absolute invalid halo is specified (Hypothesis 2). The hypotheses were tested in two different experimental situations. Results from both studies supported Hypothesis 1 but, whilst a distinct pattern between accuracy and absolute invalid halo was noted, only a weak version of Hypothesis 2 could be supported. The evidence from this paper demonstrates that the halo-accuracy paradox is not an artefact as some recent reviewers have proposed (Balzer & Sulsky, 1992; Murphy & Balzer, 1989; Murphy & Cleveland, 1991).     

Social problem solving training: A follow-up study of cognitive and behavioral effects

The long term effects of Spivack and Shures' social problem-solving training were assessed and compared to an attention-placebo control. Thirty-seven preschool age children were involved in this year's long intervention project and six month follow-up. All subjects received 46 sessions of intervention by specially trained assistants. Support was found for the cognitive effectiveness of social problem-solving training with aberrant children at post test in that they gained significantly in their ability to generate alternative solutions to interpersonal problems. This differential effect was not sustained at follow-up. Blind teacher ratings of behavioral adjustment and independent observers' ratings of behavior (using a naturalistic observation scale developed for this study) revealed no significant behavioral training effects at post test or at follow-up. Findings are discussed with the suggestion that behavior change in young children may not be mediated through a strictly cognitive intervention, and may more logically require an integration of behavioral and cognitve techniques.     

Cognitive categories of raters and rating accuracy

This research investigated cognitive processes affecting the accuracy of performance evaluation. One hundred and twenty-five nurses from three hospitals completed questionnaires measuring their cognitive categorization processes and then rated a videotaped nurse's performance. Results focusing on the match between raters' cognitive categories and rating scales indicated that: a) rating accuracy was related to the match between raters' cognitive category dimensions and rating scale dimensions, but b) not related to the match between rating scales and raters' general tendency to describe ratees in terms of behavioral or trait characteristics. Raters' ability to differentiate clearly between rating dimensions was related to accuracy and to halo in ratings. Finally, work experience was related to raters' cognitive systems while prior rating experience was important for accuracy. Limitations of the study and implications for future research are discussed.     

THE EFFECTS OF FEEDBACK ACCOUNTABILITY ON UPWARD APPRAISAL RATINGS

Do subordinates feel and respond differently to upward appraisal procedures depending on whether they are accountable or anonymous? Accountability requires subordinates to identify themselves on the upward appraisal questionnaires they complete. In an experimental field study, 38 managers and their subordinates from an insurance company were randomly assigned to use one of the appraisal procedures. As hypothesized, managers who received feedback from specific individuals in the accountability procedure viewed the upward appraisal process more positively than did managers in the anonymity procedure. However, subordinates felt more comfortable giving anonymous responses. As a result, subordinates who used the accountability procedure rated their managers significantly higher than the subordinates who responded anonymously. Therefore, the results of this study suggest that an upward appraisal procedure in which individuals are accountable for their responses may produce inflated ratings of managers' performance. Further research should compare the accountability and anonymous upward appraisal procedures to determine which procedure produces more accurate ratings.