The Performance Appraisal Milieu: A Multilevel Analysis of Context Effects in Performance Ratings

Abstract

The purpose of this study was to take an inductive approach in examining the extent to which organizational contexts represent significant sources of variance in supervisor performance ratings, and to explore various factors that may explain contextual rating variability. Using archival field performance rating data from a large state law enforcement organization, we used a multilevel modeling approach to partition the variance in ratings due to ratees, raters, as well as rating contexts. Results suggest that much of what may often be interpreted as idiosyncratic rater variance, may actually reflect systematic rating variability across contexts. In addition, performance-related and non-performance factors including contextual rating tendencies accounted for significant rating variability. Supervisor ratings represent the most common approach for measuring job performance, and understanding the nature and sources of rating variability is important for research and practice. Given the many uses of performance rating data, our findings suggest that continuing to identify contextual sources of variability is particularly important for addressing criterion problems, and improving ratings as a form of performance measurement.

Workplace Politics and Performance Appraisal

“…Overall, then, our findings provide evidence that supervisors combine performance information in different ways when evaluating performance across work contexts. These results reinforce recent discussions advocating the influence of work context on the relative costs and benefits associated with self-serving rating motives (Ellington & Wilson, 2016; Johns, 2006).…”

“…We argue that these costs and benefits play an important role in determining how supervisors weight performance information when evaluating employee contributions (e.g., Ferris & Judge, 1991). In addition to providing a framework for understanding the motives that affect how different types of performance information are combined to influence performance ratings, Johns’s theory of self-serving behavior allows us to address calls (e.g., Ellington & Wilson, 2016; Ferris, Munyon, Basik, & Buckley, 2008) to consider the role of the social context in the performance appraisal process.…”

Relationship between Social Capital and Job Performance among Faculty Members of a Medical University: The Moderating Role of Entrepreneurship Behavior

“…The importance of examining such a relationship between these variables in an organizational environment is related to the fact that each organization is looking for effective and efficient strategies to achieve determined goals and enhance the level of job performance among their members [28]. According to various researches, one of the most effective factors in job performance is social capital in the workplace, which enhances job performance through the reciprocal recognition and trust among members and effective sharing of information, knowledge and work experiences [29].…”

The Mediating Role of Entrepreneurship Behavior in the Relationship Between Social Capital and Job Performance: A study Among Faculty Members of a Medical University

“…In Press(In Press):e102691. importance of examining the association between these variables in an organizational environment roots in the fact that organizations are looking for effective and efficient strategies to achieve their goals and to enhance the performance of their staff (17). According to the evidence, one of the most effective factors in job performance is social capital in the workplace, which enhances job performance through reciprocal recognition and trust-building among members as well as effective sharing of information, knowledge, and work experiences (18).…”