Distributional ratings, judgment decomposition, and their impact on interrater agreement and rating accuracy

Article Abstract:

One strategy suggested for improving the accuracy of the complex evaluative judgments involved in performance evaluation is to decompose them into a series of simpler judgments. Another is to collect observations in a distributional rating scheme in which raters estimate the frequencies of different classes of behavior and performance is assessed in terms of the relative frequencies of effective and ineffective behaviors. In the present study, were compared distributional ratings to Likert-type ratings of videotaped lectures at 3 levels of dimensional decomposition; ratings were evaluated in terms of interrater agreement and rating accuracy. Decomposition led to increased agreement and accuracy, but the use of distributional ratings did not. The practical implications of the results are discussed. (Reprinted by permission of the publisher.)

Employee performance appraisals, Performance appraisals, Judgment, Judgment (Psychology)

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Bias in behaviorally anchored rating scales: global or scale-specific?

Article Abstract:

Murphy and Constans (1987) showed that behavioral anchors can be a source of bias in ratings but did not determine whether bias in ratings of one dimension would spread to rating of other performance dimensions. In two separate studies, we manipulated behavioral anchors on one of the scales developed by Murphy and Constans (1987) and examined the effect of bias in these scales on ratings of dimensions that varied in their conceptual and evaluative similarity to the dimension that was manipulated. Neither study showed evidence that bias in ratings of one dimension spreads to ratings of other performance dimensions. These results suggest that rating bias of the sort reported by Murphy and Constans will not have a substantial effect on performed ratings in organizations. (Reprinted by permission of the publisher.)

Prejudices, Prejudice

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Effects of subsequent performance on evaluations of previous performance

Article Abstract:

Research performed at New York University suggests that recalled performance evaluations are biased by evaluations of subsequent performances. When 183 individuals observed and rated the performance of video taped lectures the mediocre lecture that was followed by good lectures received higher evaluative ratings than when the same mediocre lecture was followed by poorly delivered lectures. The delay between observation and assignment of ratings is also discussed as a factor affecting the evaluation process.

Job analysis, Job evaluation

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