Managerial perceptions of employee commitment to the organization
Article Abstract:
A model incorporating antecedents and outcomes of measures of manager-rated employee affective and continuance commitment was tested with 231 managers and 339 subordinates. Organizational citizenship behavior predicted manager-rated affective commitment, whereas side bets (age, tenure, and education) predicted manager-related continuance commitment. Further, affective commitment was positively and continuance commitment negatively related to a variety of outcomes, including managerial potential and promotability. Implications are discussed. (Reprinted by permission of the publisher.)
Publication Name: Academy of Management Journal
Subject: Business, general
ISSN: 0001-4273
Year: 1995
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Using the lens model to magnify raters' consistency, matching, and shared bias
Article Abstract:
The lens model can be used to evaluate 'interrater' performance rating relationships, predictability and the potential for rater reliability inflation, arising from bias. The model is helpful in determining which rating decisions are most salient and which outside factors exert the strongest influence on rater evaluations. Raters evaluated include supervisors rating employees, teachers rating students and people rating themselves. Use of the lens model to evaluate such raters can indicate when rater education is required.
Publication Name: Academy of Management Journal
Subject: Business, general
ISSN: 0001-4273
Year: 1986
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Effects of gender on self- and supervisory ratings
Article Abstract:
A comparative study of 70 assemblers', equally divided along gender lines, self and supervisor evaluations indicated that subordinates' self-evaluations were consistently higher than those of their supervisors, with no difference in this finding between sexes. This contradicts earlier studies in which women's self-evaluations were found to be lower than men's.
Publication Name: Academy of Management Journal
Subject: Business, general
ISSN: 0001-4273
Year: 1986
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