Prediction of managerial success by peer and training-staff ratings.

Abstract

This study examines the predictive validity of peer and training-staff ratings made under "real" conditions in an industrial situation. Ratings were obtained for 156 middle-level managers and 83 higher level executives attending a month-long training course. Analysis of 13 peer-rated characteristics yielded two factors: Impact and Tactfulness. Follow-up showed that later success (promotion and performance appraisal) was predicted by most peer ratings, mainly from the Impact factor, with correlations in the .40s. Training-staff ratings were much weaker predictors and added little to the peer ratings. Broader use of peer ratings for executive selection is discussed.

Job Performance Measurement in the Military: A Classification Scheme, Literature Review, and Directions for Research

“…Research comparing multiple sources (Baird, 1977;Basset & Meyer, 1968;Blackburn & Clark, 1975;Borman, 1974;Griffiths, 1975;Holzback, 1978;Ilgen, Peterson, Martin, & Boeschen, 1981;Kavanagh, MacKinney, & Wolins, 1971;Klimosk & London, 1974;Kraut, 1975;Meyer, 1980;Schneier & Beatty, 1978;Thorton, 1980;Wiley & Hahn, 1977;Zammuto et al, 1982) has found (a) disagreement among factor structures for different rating sources, (b) differences in rating strategies, and (c) low discriminant validities for the measurement methods. On the basis of his results, Borman (1974) argued that a "hybrid" rating system shoulid be created in which raters make evaluations on only those dimensions they are in a good position to rate.…”

Leaders' behavior and group members' interpersonal gains

“…Thus, peers' ratings better predicted industrial employees' future job advances than did the parallel evaluations by training officers in Kraut's (1975) study. Similarly, Downey, Medland, and Yates (1976) reported that ratings of U.S. Army colonels by peer officers were especially strong predictors of their eventual promotion to the rank of general.…”

Interpersonal Aspects of Justice in Relationships Between Consumers and Service Providers: A Confirmatory Factor Analysis

“…Whereas a two-factor model is likely to hold in the employment context, a one-factor model may be more likely to hold in the context of many relationships among consumers and service providers, particularly those among the latter who are experts (e.g., physicians, accountants, auto mechanics, attorneys). A single-factor solution is often taken as an indication that a halo effect is operating such that raters do not distinguish among different rating categories (Kafry, Jacobs, & Zedeck, 1979;Kraut, 1975). The halo effect occurs where raters' overall judgments about ratees (here, fairness judgments about physicians) influence their ratings on specific attributes (see Murphy, Jako, & Anhalt, 1993).…”