Organization and rater differences in performance appraisals

Zammuto, Raymond F., London, Manuel and Rowland, Kendrith M. (1982) Organization and rater differences in performance appraisals. Personnel Psychology, 35 3: 643-658. doi:10.1111/j.1744-6570.1982.tb02216.x


Author Zammuto, Raymond F.
London, Manuel
Rowland, Kendrith M.
Title Organization and rater differences in performance appraisals
Journal name Personnel Psychology   Check publisher's open access policy
ISSN 0031-5826
1744-6570
Publication date 1982
Sub-type Article (original research)
DOI 10.1111/j.1744-6570.1982.tb02216.x
Volume 35
Issue 3
Start page 643
End page 658
Total pages 16
Place of publication Hoboken, NJ, United States
Publisher Wiley-Blackwell Publishing
Language eng
Abstract This study examines the effects of organizational differences and rater differences on performance appraisals. Self, peer, and supervisory ratings of performance for nurses in four hospitals and self, student, peer, and supervisory ratings for resident advisors in seven university dormitory complexes were used in this study. The analyses indicate that both organization and rater differences have significant, independent effects on performance ratings. The findings suggest that organizational differences may restrict the generality of the findings of performance appraisal studies across organizational settings. They also may have a negative impact on the usefulness of any particular performance appraisal form in different settings, and on the ability of managers to accurately interpret and compare performance ratings for individuals in different organizational subunits.
Q-Index Code C1
Q-Index Status Provisional Code
Institutional Status Non-UQ

Document type: Journal Article
Sub-type: Article (original research)
Collection: UQ Business School Publications
 
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Created: Thu, 19 Jul 2012, 15:19:25 EST by Karen Morgan on behalf of UQ Business School