The effect of subordinates’ gender on the difference between self-ratings, and superiors’ ratings, of subordinates’ performance in hotels

Patiar, Anoop; Mia, Lokman

doi:10.1016/j.ijhm.2007.07.009

Cited by 25 publications

(19 citation statements)

References 66 publications

(113 reference statements)

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“…First, Covin, (1991) and Dess and Robinson (1984) found no statistically significant difference between the objective and subjective nature of performance measurement. Second, other researchers have reported no significant difference between self and superior's rating of performance (Heneman, 1974;Patiar & Mia, 2008b;Venkatraman & Ramnujan, 1987). Moreover, a wide range of published literature supports the use of subjective and self-reporting of performance (Jogaratnam et al, 1999;Tsui, 2001;Patiar & Mia, 2008a;Patiar et al, 2012).…”

Section: Departmental Performancementioning

confidence: 94%

Drivers of Hotel Departments' Performance: Evidence From Australia

Patiar

Mia

2015

Journal of Human Resources in Hospitality & Tourism

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This article examined how department managers' perceptions of their general manager's transformational leadership style, their insight into market competition, and use of management accounting systems information has influenced hotels' departmental performances. The data were collected through a postal survey in which 112 usable responses were received from department managers of luxury hotels in Australia. The results indicated a combined significant and positive effect of transformational leadership, market competition, and management accounting systems information use on the hotels departments' non-financial performance, but not financial performance.

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Section: Departmental Performancementioning

confidence: 94%

Drivers of Hotel Departments' Performance: Evidence From Australia

Patiar

Mia

2015

Journal of Human Resources in Hospitality & Tourism

Self Cite

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“…In fact, Scullen, Mount, and Goff (2000) suggested that performance evaluation is not free from biases and later Patiar and Mia (2008) reported several investigations in which leniency and halo effects occurred. Thus, self evaluations are expected to be above the 360 degree evaluations, producing the so called leniency effect.…”

Section: Introductionmentioning

confidence: 99%

Competence gaps in software personnel: A multi-organizational study

Colomo‐Palacios

Casado‐Lumbreras

Soto‐Acosta

et al. 2013

Computers in Human Behavior

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a b s t r a c tToday, the innovation and quality of the software industry's products and services depend to a great extent on the knowledge, ability and talent applied by software engineers. At the same time, human aspects are recognized as one of the main problems associated with software development projects. More specifically, inefficiencies usually come from inadequate verification of software engineers' competences. Another issue is the lack of an established career for software engineers, which adds difficulties to eval uate competences. With these challenges in mind, this paper presents a study conducted in the software industry to test competence gaps among software practitioners, comparing the 360 degree feedback results and self evaluations with that of standard competence levels. The results of this research may be very valuable to organizations immersed in software development projects.

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“…Vecchio and Anderson () similarly found that male managers more often provided overestimates of effectiveness than did females in a 360‐degree feedback programme. Beyond these findings, there is much research revealing a tendency for males to give higher self‐estimates than females relative to others’ ratings (Jones & Fletcher, ; Lindeman, Sundvik, & Rouhiainen, ; Patiar & Mia, ; Visser et al ., ). In addition, women appear to be more likely to receive higher other‐ratings than men as evidenced by the Paustian‐Underdahl et al .…”

Section: Hypothesis Developmentmentioning

confidence: 99%

Effects of personality and gender on self–other agreement in ratings of leadership

McKee

Lee

Atwater

et al. 2018

J Occupat & Organ Psyc

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We explore the role of leader personality (i.e., the Big 5 traits: Conscientiousness, Agreeableness, Openness, Extraversion, and Neuroticism) and gender in self–other (dis)agreement (SOA) in ratings of leadership. We contend that certain aspects of the leader's persona may be more or less related to self‐ or other‐ratings of the leader's behaviour if those aspects are (1) more or less observable by others, (2) more or less related to internal thoughts versus external behaviours, (3) more or less prone to self‐enhancement or self‐denigrating biases, or (4) more or less socially desirable. We utilize statistical methodologies that capture fully the effects of multiple independent variables on the congruence between two dependent variables (Edwards, , Organizational Behavior and Human Decision Processes, 64, 307), which previously have not been applied to this area of research. Our results support hypotheses predicting less SOA as leader Conscientiousness increases and greater SOA as Agreeableness and Neuroticism increase. Additionally, we found gender to be an important factor in SOA; female leaders exhibited greater SOA than did their male counterparts. We discuss the implications of these findings, limitations, and future research directions. Practitioner points Popular practices such as 360‐degree feedback may reveal discrepancies between a person's self‐ratings and other's ratings. Although often attributed to a lack of self‐awareness, these discrepancies also may be explained by factors such as the personality and gender of the focal individual.

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The effect of subordinates’ gender on the difference between self-ratings, and superiors’ ratings, of subordinates’ performance in hotels

Cited by 25 publications

References 66 publications

Drivers of Hotel Departments' Performance: Evidence From Australia

Drivers of Hotel Departments' Performance: Evidence From Australia

Competence gaps in software personnel: A multi-organizational study

Effects of personality and gender on self–other agreement in ratings of leadership

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