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The Effects of Performance Rating Discrepancies on Supervisors and Subordinates

Authors
Journal
Organizational Behavior and Human Decision Processes
0749-5978
Publisher
Elsevier
Publication Date
Volume
54
Issue
1
Identifiers
DOI: 10.1006/obhd.1993.1003
Disciplines
  • Design

Abstract

Abstract This study, employing 96 undergraduate business majors in a dyadic design, examined the effects of performance rating discrepancies, causal attributions, and subordinate willingness to contest, on subsequent responses of subordinates and supervisors. Subordinates who received relatively higher supervisory ratings were more satisfied with the appraisal and the supervisor. The supervisor′s attributed locus of cause did not interact with the favorability of the rating to affect subordinate responses. Supervisors who were made aware of relatively higher subordinate self-ratings positively modified their initial ratings, gave larger raises, and were less desirous of discussing the appraisals with subordinates. The subordinate′s willingness to contest did not interact with the direction of the discrepancy to affect the supervisor′s responses. Implications for management and for future research are discussed.

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