The influence of self-ratings versus peer ratings on supervisors' performance judgments
Article Abstract:
Supervisors were shown to depend on peer evaluation in making alteration to their performance ratings of an employee. Information coming from peer evaluation was shown to be a more potent basis for the supervisor's decision-making process than information coming from the employee himself. The peer evaluation effect on the supervisor's decision making process works for both positive and negative information about the employee being rated.
Publication Name: Organizational Behavior & Human Decision Processes
Subject: Psychology and mental health
ISSN: 0749-5978
Year: 1998
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Stealing in the name of justice: informational and interpersonal moderators of theft reaction to underpayment inequity
Article Abstract:
A study on theft as a result of underpayment was conducted on 102 undergraduate students. Given a task a control group was paid the promised amount. The experimental group was informed that the promised amount was unavailable but they could draw their own pay without detection. Results indicate that the experimental group stole money. Two variables modified this theft, namely informational validity and interpersonal sensitivity.
Publication Name: Organizational Behavior & Human Decision Processes
Subject: Psychology and mental health
ISSN: 0749-5978
Year: 1993
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The effect of performance rating discrepancies on supervisors and subordinates
Article Abstract:
A study on the effects of performance rating discrepancies on supervisors and subordinated was conducted on 96 undergraduate business majors. Results indicate that supervisors' ratings of their subordinates may be influenced by self-appraisal by the subordinate. Supervisors may change their initial ratings after recognition of the subordinates' self-rating. The study used a dyadic design.
Publication Name: Organizational Behavior & Human Decision Processes
Subject: Psychology and mental health
ISSN: 0749-5978
Year: 1993
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