2019
DOI: 10.1080/08959285.2019.1609477
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Let’s Talk it Out: The Effects of Calibration Meetings on Performance Ratings

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Cited by 8 publications
(5 citation statements)
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“…For example, research has investigated cognitive factors that are likely to positively affect the psychometric properties of performance ratings, including using rater diaries (DeNisi & Peters, 1996) and more sophisticated rating scale formats (Hoffman et al, 2012). Other interventions include the use of calibration meetings (Speer et al, 2019), increasing rater accountability (Mero & Motowidlo, 1995; Roch, 2006; Tenbrink & Speer, 2022), using raters with higher cognitive ability (Speer, 2020), and conducting rater training (Roch et al, 2012; Woehr & Huffcutt, 1994). Although the individual impact of any one design feature will likely only produce marginal gains, when all these features are incorporated simultaneously, performance ratings should exhibit more favorable psychometric properties.…”
Section: Discussionmentioning
confidence: 99%
“…For example, research has investigated cognitive factors that are likely to positively affect the psychometric properties of performance ratings, including using rater diaries (DeNisi & Peters, 1996) and more sophisticated rating scale formats (Hoffman et al, 2012). Other interventions include the use of calibration meetings (Speer et al, 2019), increasing rater accountability (Mero & Motowidlo, 1995; Roch, 2006; Tenbrink & Speer, 2022), using raters with higher cognitive ability (Speer, 2020), and conducting rater training (Roch et al, 2012; Woehr & Huffcutt, 1994). Although the individual impact of any one design feature will likely only produce marginal gains, when all these features are incorporated simultaneously, performance ratings should exhibit more favorable psychometric properties.…”
Section: Discussionmentioning
confidence: 99%
“… 10. Although there is ample evidence that managers dislike performance appraisals (e.g., Pulakos et al, 2015), PAs are also likely to elicit a wide range of motivations that result in purposeful managerial behavior. Mechanisms such as accountability (e.g., Harari & Rudolph, 2017), calibration meetings (Speer, Tenbrink, & Schwendeman, 2019), and the naturally complex combination of social, self-serving, and organizationally driven motives (e.g., Longenecker, Sims, & Gioia, 1987; Spence & Keeping, 2013) all make the task of giving operational appraisals a purposeful one. …”
mentioning
confidence: 99%
“…Towards this end, recent PA scholarship suggests paying more attention to rater disposition and PA context (e.g. Bernardin et al, 2016;Cho et al, 2022;Ellington and Wilson, 2017;Speer et al, 2019;Schleicher et al, 2018;Tenbrink and Speer, 2022). Thus, in the present study, we responded to the above call and found the following:…”
Section: Discussionmentioning
confidence: 50%
“…Overall, by virtue of its design, our study contributes to the existing PA literature that relates rater disposition and PA context with rating distortions (Bernardin et al, 2016;Cho et al, 2022;Ellington and Wilson, 2017;Speer et al, 2019). Raters watched two video tapes that filmed both good and poor performance levels.…”
Section: Discussionmentioning
confidence: 95%