Self–observer rating discrepancies: Once an overrater, always an overrater?

Abstract

Differences between the perceptions of self‐raters and other observers are often found on 360‐degree feedback instruments. This article reports on the nature of these self–observer differences. Specifically, self–observer discrepancies were found to be stable over time. In addition, discrepancies on skill‐based multirater instruments were related to discrepancies on personality‐based multirater instruments. This suggests that accuracy in self‐perception is a stable individual difference. The implications for job performance and personality assessment are discussed. © 1993 by John Wiley & Sons, Inc.

Middle managers' knowledge of strategy: antecedents, cognitive accuracy and self-awareness

“…There are also some interesting differences in which variables influenced over-and under-estimation. Although studies on self-rating show a tendency to leniency, or overestimation of knowledge, in self-ratings (e.g., Chapham, 1998;Nilsen and Campbell, 1993;Thornton, 1980), in this study there is not a common tendency towards either leniency or severity in self-ratings. There is inaccuracy lack of awareness, but there are approximately the same number of respondents who underestimate their knowledge of strategy as overestimate their knowledge of strategy.…”

The role of perceived organizational justice in shaping the outcomes of talent management: A research agenda

“…Based on these findings, we propose another explanation for this relationship in addition to the above argument about the lack of proper information. It is known that employees have the tendency to overestimate their own contributions (Nilsen & Campbell, 1993) and therefore expect high outcomes.…”

Front-line Employee versus Customer Perceptions of Quality Attributes

“…We suggest that when FLEs assess quality attributes that they consider to be direct indicators of their job performance, they will tend to be lenient (Nilsen and Campbell, 1993) and therefore evaluate them better than customers. These attributes are defined in service literature as "core quality attributes" referring to what is essential to deliver to customers (Anderson, and al., 2008;Iacobucci and Ostrom (1993).…”