Performance Rating Validity: The Relationship of Objective and Subjective Measures of Performance

Alexander, Elmore R.; Wilkins, Ronnie D.

doi:10.1177/105960118200700410

Cited by 52 publications

(34 citation statements)

References 18 publications

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“…Nisbett and Wilson's (1977) research on the &dquo;halo effect&dquo; also lends support to the argument that liking has an important role in evaluation of other people. Further, performance-appraisal research has found liking to be an important factor in supervisory ratings of subordinates (Alexander & Wilkins, 1982;Cardy & Dobbins, 1986;Dipboye, 1985). Collectively, the preceding research suggests that leaders' liking for subordinates could easily have a major influence on their decisions about the nature of exchange they initiate with a member.…”

Section: Role Of the Initial Interactionmentioning

confidence: 91%

The Role of the Initial Interaction in Leader-Member Exchange

Dockery

Steiner

1990

Group & Organization Studies

148

107

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The present research employed a correlational-design laboratory study to examine the initialinteraction component of a developmental model of Graen's leader-member exchange theory of leadership proposed by Dienesch and Liden (1986). The influence of ability, liking, and the three upward-influence tactics of ingratiation, assertiveness, and rationality on the quality of leadermember exchange was examined both from the perspective of group leaders and members. The 188 subjects were assigned to groups of 4 (a leader and 3 members). From the leader's perspective, liking for members and ability of members were the variables most consistently related to quality of leader-member exchange. From the member's perspective, all variables except self-assessed ability were related to quality of leader-member exchange. The differences in perspective between leaders and members are discussed.

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Section: Role Of the Initial Interactionmentioning

confidence: 91%

The Role of the Initial Interaction in Leader-Member Exchange

Dockery

Steiner

1990

Group & Organization Studies

148

107

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“…The study showed that stress levels of medical personnel were higher in departments where more claims were reported. Since subjective performance measures are vulnerable to perceptual distortion, they are often very weakly related to objective measures (Alexander and Wilkins 1982). Especially in ICUs such poor relationships might be expected, since nurses' perception of unit performance is based on direct observations that are likely to be biased.…”

Section: 2mentioning

confidence: 99%

“…For individual nurses it is impossible to collect and analyse all data that are necessary to assess their unit's objective performance. Nevertheless, objective and subjective performance are not completely unrelated, because it can be expected that a unit's objective performance is reflected to a certain extent by nurses' subjective performance and vice versa (Alexander andWilkins 1982, Hoffman et al 1991).…”

Section: Subjective and Objective Performance Indicatorsmentioning

confidence: 99%

Performance and burnout in intensive care units

Keijsers¹,

Schaufeli

Blanc

et al. 1995

Work & Stress

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The relationship between three different performance measures and burnout was explored in 20 Dutch Intensive Care Units (ICUs). Burnout (i.e. emotional exhaustion and depersonalization) proved to be significantly related to nurses' perceptions of performance as well as to objectively assessed unit performance. Subjective performance measures relate negatively to burnout levels of nurses, whereas an objective performance measure relates positively to burnout. Furthermore, subjectively assessed personal performance (i.e. personal accomplishment) is more strongly related to burnout than subjectively assessed unit performance. A model test of the relationship between both types of subjective performance and burnout reveals that nurses' perception of unit performance is indirectly related to burnout through perception of personal performance. This model holds similarly for objectively well-and poor-performing ICUs.

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“…As the Hunters note (personal communication), objective performance measures are not easy to derive, particularly for managerial roles. Nevertheless, in light of work on the accuracy of supervisory ratings (Alexander and Wilkins, 1982;Heneman, 1986), efforts must be made to move away from such proxies. Promising work in this area has been provided by Kritzman (1986), in the case of in vestment analysts, and by Weekley and Gier (1987), using sales performance.…”

Section: Exhibit 2 Studying the Relationship Between Selection Researmentioning

confidence: 99%

Predicting job performance: A comparison of expert opinion and research findings

Dakin

Armstrong

1989

International Journal of Forecasting

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A survey was conducted of New Zealand personnel consultants. Their beliefs about the validity of various selection tools and their claimed usage of these tools was then compared with the validities in a previously published meta-analysis. The experts claimed to use the predictors they believed to be most valid. However, their beliefs about validity were unrelated to empirically demonstrated validities (Spearman's rho = -0.06). Suggestions were made on the types of research that are needed to improve predictive ability in selection and on the ways in which practitioners can use existing research. AbstractA survey was conducted of New Zealand personnel consultants. Their beliefs about the validity of various selection tools and their claimed usage of these tools was then compared with the validities in a previously published meta-analysis. The experts claimed to use the predictors they believed to be most valid. However, their beliefs about validity were unrelated to empirically demonstrated validities (Spearman's rho = -0.06). Suggestions were made on the types of research that are needed to improve predictive ability in selection and on the ways in which practitioners can use existing research.

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Performance Rating Validity: The Relationship of Objective and Subjective Measures of Performance

Cited by 52 publications

References 18 publications

The Role of the Initial Interaction in Leader-Member Exchange

The Role of the Initial Interaction in Leader-Member Exchange

Performance and burnout in intensive care units

Predicting job performance: A comparison of expert opinion and research findings

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