Effects of ratee task performance and interpersonal factors on supervisor and peer performance ratings

Article Abstract:

The study examines the effects of a wide array of rater-ratee relationship and ratee-characteristic variables on supervisor and peer job-performance ratings. Interpersonal ratings, job performance ratings, and ratee scores on ability, job knowledge, and technical proficiency were available for 493-631 first-tour U.S. Army soldiers. Results of supervisor and peer ratings-path models showed ratee ability, knowledge, and proficiency accounted for 13% of the variance in supervisor performance ratings and 7% for the peer ratings. Among the interpersonal variables, ratee dependability had the strongest effect for both models. Ratee friendliness and likability had little effect on the performance ratings. Inclusion of the interpersonal factors increased the variance accounted for in the ratings to 28% and 19%, respectively. Discussion focuses on the relative contribution of ratee technical and contextual performance to raters' judgments. (Reprinted by permission of the publisher.)

Peer review

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Managing conflict with a subordinate or a superior: effectiveness of conglomerated behavior

Article Abstract:

Rather than a single behavior, handling conflict is a conglomeration of behavioral components characterized by a pattern of occurrence and by a pattern of covariation of its components. Theories (R.R. Blake & J.S. Mouton, 1964, 1970; R.E. Walton, 1969) have predicted (a) that the forcing component counters effectiveness and (b) that the problem-solving component enhances effectiveness, especially at a moderate level of occurrence of the forcing component. Systematic observations of videotapes of 116 male police sergeants handling a standardized conflict with either a subordinate or a superior supported the main effects but not the qualification. An increase in problem solving tended to enhance effectiveness, especially if a superior combined it with much forcing vis-a-vis a subordinate. An increase in controlling the process had an extremely positive effect on the parties' joint outcomes and mutual relationship. (Reprinted by permission of the publisher.)

Human behavior, Conflict management, Managing your boss

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Pygmalion goes to work: the effects of supervisor expectations in a retail setting

Article Abstract:

The extent to which the Pygmalion effect occurs in a work organization was investigated. In this study, which took place over a 3-month period in a retail setting, the relationship between a supervisor's expectations of a subordinate and the resulting performance of the subordinate was investigated. Ss included newly hired sales associates and their first-level sales managers. The results revealed little evidence of the Pygmalion effect in the overall sample. However, the results indicate that the Pygmalion effect may have been more operative among men than among women. Although previous research has provided ample evidence of the Pygmalion effect in educational and military settings, this study's lack of significant findings suggests that the process through which supervisory expectations are translated into changes in subordinate behavior is considerably more complex than has been commonly believed. (Reprinted by permission of the publisher.)

Analysis, Retail industry, Retail trade, Organizational research

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