Supervisors' role conflict and role ambiguity differential relations with performance ratings of subordinates and the moderating effect of screening ability

Article Abstract:

Survey data obtained from two independent samples of supervisors (Ns = 68 and 109) supported the prediction that supervisors' experience of role conflict would correlate positively with their reported tendency to deliberately inflate subordinates' performance ratings. Contrary to expectation, in neither sample did supervisors' screening ability emerge as a moderator of the relation between role conflict and rating inflation. In a third inndependent sample of supervisors (N = 25), in which rating inflation was operationalized on the basis of actual performance ratings of subordinates, strong support was obtained for both the predicted positive association between role conflict and rating inflation as well as the predicted moderating effect of screening ability on this relation. By contrast, the authors did not anticipate that supervisors' experience of role ambiguity would be directly associated with, or interact with screening ability to predict, rating inflation. The data from all three samples were, in general, in line with these expectations. (Reprinted by permission of the publisher.)

Supervision of employees, Employee supervision, Role conflict

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Personal and interpersonal predictors of supervisors' avoidance of evaluating subordinates

Article Abstract:

Supervisors' decisions about whether to formally evaluate their subordinates for each of two consecutive performance appraisal periods were found to be related to a linear combination of the following variables: subordinate's time under current supervisor, subordinate's job experience, subordinate-supervisor trust, supervisor's initiating structure behaviors, and subordinate's confidence in the operation of the personnel appraisal system. A follow-up analysis, in which the criterion was the consistency with which subordinates were rated in both performance appraisal periods, suggested that relations among the predictors, relative to the criterion, may be quite complex. This complexity may reflect the decision strategy used by raters to combine information on the focal predictors when deciding whether to evaluate a particular subordinate. (Reprinted by permission of the publisher.)

Psychological aspects

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Inflation of subordinates' performance ratings: main and interactive effects of rater negative affectivity, documentation of work behavior, and appraisal visibility

Article Abstract:

The deliberate manipulation of performance appraisal ratings by supervisors was examined in relation to rater negative affectivity (NA), appraisal visibility and documentation of subordinates' work behaviors. Results showed that NA was closely associated with rating inflation in conditions of high appraisal visibility and low documentation. Results also showed that high-NA raters were more likely to engage in rating inflation than low-NA raters.

Management Training & Evaluation, Management training, Job evaluation

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