When fit is fundamental: performance evaluations and promotions of upper-level female and male managers

Using archival organizational data, the authors examined relationships of gender and type of position (i.e., line or staff) to performance evaluations of 448 upper-level managers, and relationships of performance evaluations to promotions during the subsequent 2 years. Consistent with the idea that there is a greater perceived lack of fit between stereotypical attributes of women and requirements of line jobs than staff jobs, women in line jobs received lower performance ratings than women in staff jobs or men in either line or staff jobs. Moreover, promoted women had received higher performance ratings than promoted men and performance ratings were more strongly related to promotions for women than men, suggesting that women were held to stricter standards for promotion.     

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.     

Perceived Legitimacy of a Promotion Decision in Relation to Deservingness,Entitlement, and Resentment in the Context of Affirmative Action and Performance1

This study tests a model relating perceived legitimacy of a promotion committee's decision to the deservingness and entitlement of a male or female candidate for promotion and to resentment about the decision. University students responded to scenarios in which deservingness was manipulated by information about the quality of the candidate's performance; entitlement was manipulated by information about an affirmative‐action policy. Results showed strong positive effects of perceived deservingness on perceived legitimacy, which were partially mediated by resentment. Perceived entitlement was also a positive predictor of perceived legitimacy. Gender bias occurred, especially in regard to resentment and when the male candidate was promoted. The study extends deservingness theory to a new area and provides evidence for the distinction between deservingness and entitlement.     

Deservingness for Foreign Aid: Effects of Need, Similarity, and Estimated Effectiveness

This study was conducted to determine how people form conceptualizations of other countries' deservingness for nonmilitary foreign aid. A factor analysis of 78 college students' ratings of 21 variables for their importance in determining whether another country is deserving of economic aid yielded appropriate variables for closer examination. In the second part of this study, a new group of 40 college students was asked to rate 96 stimulus countries (constructed by factorially varying the levels of six need, similarity, and effectiveness variables) on their deservingness for foreign aid. The results suggested that ratings of other countries' deservingness for foreign aid are based on perceived need, similarity, and effectiveness, with a multiplicative combination of the recipient's need and similarity playing a prominent role. The results are related to two other conceptions of altruism and helping behavior.     

On the evolution of adjudicated contests and the principle of invidious

Limited resources (e.g. jobs research grants, welfare, attention) are often allocated to those who desire them according to assessments of merit or deservingness made by presumably neutral judges. The resulting adjudicated contests are, in principle, more fair than other means of allocation: market economies, violence, privilege, kickbacks, etc. However, as adjudicated contests evolve they tend to attract an increasing number of qualified contestants. If resources do not expand to reward these contestants, additional tests of merit or deservingness are often invoked to make increasingly small contestant discriminations. These additional tests are shown to be breeding grounds of invidious selection vitiating the principle of fairness that characterizes the contests in which they are employed. The causes and consequences of invidious selection are discussed, as are some possibilities of their avoidance.     

Effects of Seeking Accommodation and Disability on Preemployment Evaluations

Within the context of the Americans With Disabilities Act (ADA) of 1990, we examined the impact of requesting accommodation and having a disability on ratings of applicant suitability for employment. Psychology students and human resources (HR) professionals reviewed application materials from a hypothetical job candidate and then evaluated the candidate's qualifications for the job. Participants were randomly assigned to 1 of 5 conditions that consisted of a candidate seeking or not seeking accommodation partially crossed with disability type (none, physical, or psychiatric). Three potential covariates were considered: HR employment status, and knowledge of and attitude toward the ADA. Results showed that asking for reasonable accommodation lowered suitability ratings, even when controlling for HR employment status, the only significant covariate. Also, a candidate with a psychiatric disability was given significantly lower employment suitability ratings than was a candidate with no disability. Implications for applicants with disabilities and employers are discussed.     

Performance differences among four organizational commitment profiles

The authors drew from prior research on organizational commitment and from configural organizational theory to propose a framework of affective and continuance commitment profiles. Using cluster analyses, the authors obtained evidence for 4 of these profiles in an energy industry sample (N=970) and a sample of 345 employed college students. The authors labeled the clusters: allied (i.e., moderate affective and continuance commitment), free agents (moderate continuance commitment and low affective commitment), devoted (high affective and continuance commitment), and complacent (moderate affective and low continuance commitment). Using a subset of the employed student sample (n=148), the authors also found that the free agents received significantly poorer supervisor ratings of performance, organizational citizenship behavior, and antisocial behavior than any other group.     

Factors Influencing the Inflation of Task Performance Ratings for Workers With Disabilities and Contextual Performance Ratings for Their Coworkers

Contrary to many myths regarding their potential performance, workers with disabilities generally receive performance ratings similar to their nondisabled coworkers. However, their ratings possibly may be inflated above their actual performance levels. In a laboratory experiment, we constrained the performance of a worker with a disability to an extremely low level and assessed the effects of helping behavior, presence and type of disability in the worker, and the perceived attributions of controllability of the disability on task performance ratings for the workers with disabilities and on contextual performance ratings for their coworkers. We found that the perception that a worker is not responsible for the onset of a disability and that having any disability, regardless of type, artificially inflates task performance ratings. We also found inflated contextual performance ratings for coworkers who work with persons who are perceived as being responsible for the onset of their own disability.     

Scale‐dependent automatic shifts in brand evaluation standards

Different schema-based expectations for competing brands can produce shifting evaluative standards in consumers' relative ratings of these brands. This shift in standards differentially affects objective (number-based) and subjective (word-based) rating scales. Several studies support the proposition that a brand rated as objectively inferior to another can be subjectively perceived as equivalent to—or even better than—the same brand. Such anomalous response inconsistency originates in consumers' recourse to different expectations for the competing brands and their automatic adjustment of expectations for the inferior brand when responding to subjective measures. The implicit relaxing of evaluative standards for the objectively dominated brand leads to an unconscious upward bias in its subjective ratings. The effect is moderated by consumer expertise and is asymmetric—it is not accompanied by an escalation of evaluative standards for objectively dominating brands.     

Context and Prior Impression Effects on Attention, Judgment Standards, and Ratings: Contrast Effects Revisited

The present study extended research on contrast effects by (a) examining the effect of context performances on ratings of a target performance when a prior impression of the target performer already exists, and (b) clarifying the issue of whether contrast is caused by attention to context-discrepant behavior or shifts in judgment standards. The results demonstrated that the existence of a prior impression mitigates the influence of context performances on ratings. Judgment standards were found to be unstable and dependent on information provided to raters by the experimental manipulations. Regression analyses showed that both attention and standards of judgment mediate the relationship between context and ratings. Implications of these findings for contrast effects, performance ratings, and the importance of reliable judgment standards for real-world performance appraisals are discussed.     

Reducing Avoidance of Social Interaction with a Physically Disabled Person by Mentioning the Disability Following a Request for Aid1

The effectiveness of strategies for reducing avoidance of social interaction with a physically disabled person was experimentally investigated. Female college students privately expressed their preference for social interaction before and after learning the other was a female in a wheelchair or nondisabled. The results provide evidence for the effectiveness of mentioning the disability following a request for aid related to the disability (the Request-mention Strategy). Change in preference for social interaction was more positive when the disabled person employed the Request-mention strategy than when she said nothing. Requesting aid without mentioning the disability was not found to be effective. A request for aid unrelated to the disability was clearly ineffective. The disabled person who said nothing was avoided, in comparison to when the same person was nondisabled. Favorability of impressions of the other, as measured by ratings of her characteristics, was not influenced by the experimental conditions.     

Understanding the latent structure of job performance ratings

This study quantified the effects of 5 factors postulated to influence performance ratings: the ratee's general level of performance, the ratee's performance on a specific dimension, the rater's idiosyncratic rating tendencies, the rater's organizational perspective, and random measurement error. Two large data sets, consisting of managers (n = 2,350 and n = 2,142) who received developmental ratings on 3 performance dimensions from 7 raters (2 bosses, 2 peers, 2 subordinates, and self) were used. Results indicated that idiosyncratic rater effects (62% and 53%) accounted for over half of the rating variance in both data sets. The combined effects of general and dimensional ratee performance (21% and 25%) were less than half the size of the idiosyncratic rater effects. Small perspective-related effects were found in boss and subordinate ratings but not in peer ratings. Average random error effects in the 2 data sets were 11% and 18%.     

Constraints for Some,Opportunities for Others? Interactive and Indirect Effects of Machiavellianism and Organizational Constraints on Task Performance Ratings

Purpose

The purpose of this study was to examine how the indirect relationship between Machiavellianism and task performance ratings is qualified by organizational constraints (e.g., inadequate resources). Contrary to past research, we suggest that constraints can actually facilitate performance ratings among highly Machiavellian employees because they seek to attain high ratings through self-interested behaviors and social influence processes rather than legitimate task performance. Thus, constraints that inhibit legitimate performers should actually create more opportunities for highly Machiavellian employees.

Design/Methodology/Approach

Data were collected from 110 subordinate–supervisor dyads that were recruited from Psychology courses at a small liberal arts college.

Findings

The results elaborate on past research focused on organizational constraints to reveal that the indirect relationship between Machiavellianism and task performance is positive and significant under conditions of high organizational constraints. This relationship is not significant and trends in a negative direction when constraints are low.

Implications

This study highlights the importance of considering how resource constraints impact different types of performers in organizations. When resources are abundant, legitimate performance is possible and Machiavellians are hampered in their ability to rely on careerist strategies to succeed. In contrast, high constraints create situations that enable Machiavellian behaviors to pay off.

Originality/Value

This study’s originality lies in its counterintuitive finding that organizational constraints might actually be beneficial for some employees who adopt Machiavellian, careerist strategies. This is the first study to demonstrate that constraints do not have consistent, negative effects on task performance and to elaborate on how constraints impact the performance of Machiavellian employees.     

Organizational Politics and Deviance: Exploring the Role of Political Skill

Building on social exchange theory, this study examines the relationship between perceptions of organizational politics and employee performance and interpersonal skills. We hypothesized that perceptions of organizational politics create an imbalance in the exchange relationship between employee and organization, which leads to organizational deviance. We also hypothesized that supervisors may attempt to rebalance the exchange relationship by providing lower performance and interpersonal skills ratings. Finally, we suggest that politically skilled employees avoid an increase in negative ratings. The present study demonstrates that perceptions of organizational politics may lead to negative employee behaviors and reduced supervisors’ ratings in an effort to rebalance the exchange relationship. In addition, politically skilled employees may avoid increased negative ratings when politics perceptions are high.     

The Interactive Effect of Outcome Favorability and Procedural Justice in Work Resource Allocation on Work Performance1

Prior research has indicated that people have particularly negative reactions to a situation where they receive an unfavorable distribution of resources that was established by means of an unfair allocation procedure. Studies that have examined this interaction between resource allocation outcomes and procedures with respect to its effect on individual work performance have produced equivocal results, however. The present study extends this work by testing the proposed interactive effect on performance in a work resource allocation context. As hypothesized, laboratory subjects had particularly low task performance when both of the following conditions were present: (a) They received an unfavorable distribution of a helpful work resource, and (b) the work resource was allocated through an unfair procedure. The results are discussed in the context of 5 alternative theoretical frameworks that have been proposed to explain the focal interaction.     

The effects of gender and leave of absence on attributions for high performance,perceived organizational commitment,and allocation of organizational rewards

The present study examined the effects of gender and type of leave of absence on attributions for high performance, perceptions of organizational commitment, and allocation of organizational rewards. Results of the study, utilizing a predominately white student sample with a mean age of 29 years, indicated that there were no negative effects in terms of perceived organizational commitment or allocation of organizational rewards associated with a leave of absence (medical or parental) of short duration (three months) when taken by a high performing male or female. Causal attributions for performance and perceived level of organizational commitment were, however, related to recommendations of reward allocations. Implications of findings and future research are presented.An earlier version of this paper was presented at the annual meeting of the Southern Management Association, Atlanta, GA, November 1993. We would like to thank Gregory H. Dobbins, Mark L. Poteet and two anonymous reviewers for their insightful comments.     

RATER SOURCE EFFECTS ARE ALIVE AND WELL AFTER ALL

Recent research has questioned the importance of rater perspective effects on multisource performance ratings (MSPRs). Although making a valuable contribution, we hypothesize that this research has obscured evidence for systematic rater source effects as a result of misspecified models of the structure of multisource performance ratings and inappropriate analytic methods. Accordingly, this study provides a reexamination of the impact of rater source on multisource performance ratings by presenting a set of confirmatory factor analyses of two large samples of multisource performance rating data in which source effects are modeled in the form of second-order factors. Hierarchical confirmatory factor analysis of both samples revealed that the structure of multisource performance ratings can be characterized by general performance, dimensional performance, idiosyncratic rater, and source factors, and that source factors explain (much) more variance in multisource performance ratings whereas general performance explains (much) less variance than was previously believed. These results reinforce the value of collecting performance data from raters occupying different organizational levels and have important implications for research and practice.     

The Influence of Self-Ratings versus Peer Ratings on Supervisors'' Performance Judgments

This study investigated the extent to which supervisors use feedback from outside sources in making performance judgments. A simulation was conducted in which participants with organizational supervisory experience made an initial performance judgment about a profiled employee. Participants then received additional information that was discrepant from their initial judgment (positive or negative) from one of two sources (the profiled employee himself or one of his peers). The direction of the discrepant information and its source interacted in determining final ratings, such that, participants were more likely to use discrepant information to alter their performance judgments in a consistent direction when the source was a peer than when the source was the employee himself. Furthermore, participants' opinions about the usefulness of peer information for performance judgments moderated this interaction. Specifically, participants who believed that information from an employee's peers was useful, were more likely to use discrepant information provided by a peer when making final performance judgments than were participants who did not believe that information from an employee's peers was useful.     

Deservingness,liking relations,schadenfreude, and other discrete emotions in the context of the outcomes of plagiarism

This study investigated effects of like/dislike relations on schadenfreude and other discrete emotions in the context of plagiarism. The predicted emotions were derived from a structural analysis of how the appraisal of deservingness affects emotional reactions to positive or negative outcomes for self or other. One hundred forty‐six undergraduate participants responded to scenarios in which either hypothetical self or other (a classmate) plagiarised information from the internet for a class assignment and either received a high grade (undeserved outcome) or a penalty (deserved outcome). Hypothetical self was represented as either high or low in self‐esteem, other as liked or disliked. As predicted, liking relations moderated perceived deservingness. Schadenfreude (or pleasure) occurred when the disliked classmate received a deserved penalty for detected plagiarism but not when he/she suffered an undeserved positive outcome. This difference was reversed for the emotion of disappointment. Effects on other discrete emotions such as guilt and resentment are also reported.     

Determinants of everyday time allocation

Two experiments examined the role of intentions in people's allocation of time to everyday activities (e.g., talcing a shower, running for exercise). In Experiment 1 32 subjects rated their intentions of, preferences for, and perceived control over performance of 10 activities at different frequencies during the following month. In Experiment 2 another 36 subjects performed the same ratings for the following week, then returned after that week to report how frequently they had been engaged in the activities. The results of both experiments showed that either the ratings of preference, of perceived control, or both combined linearly, predicted the intentions. However, intentions did not predict performance particularly well. This probably reflected (1) that some activities are performed routinely without intentions being formed; (2) that intentions to perform some other, more impulsively timed activities are formed late when appropriate actual situations are encountered; and (3) that for still other activities intentions are formed but not maintained.