The Influence of a Manager's Own Performance Appraisal on the Evaluation of Others

9 Pages Posted: 22 Aug 2008

See all articles by Gary P. Latham

Gary P. Latham

University of Toronto - Rotman School of Management

Marie-Hélène Budworth

affiliation not provided to SSRN

Basak Yanar

affiliation not provided to SSRN

Glen Whyte

University of Toronto - Rotman School of Management

Abstract

This study examined the possibility that the performance appraisal process is affected by a pervasive and inherent effect that has heretofore been unidentified. This effect derives from the results of the performance appraisal most recently performed on the manager who subsequently conducts appraisals of others. The nature of this effect was examined in four studies. In a case study, the ratings received by two area coordinators in a university academic department affected their subsequent ratings of faculty. In a simulation, 30 managers received hypothetical feedback regarding their own job performance. The managers subsequently evaluated an employee on videotape. Managers who received positive feedback about their performance subsequently rated the employee significantly higher than managers who received negative feedback regarding their own performance. This occurred despite the fact that the managers knew the evaluation of them was bogus. The results of two follow-up field studies involving 74 manager-employee dyads in a manufacturing company in Canada and 39 manager-subordinate dyads in a retail organization in Turkey are consistent with the view that one's own performance appraisal is related to the subsequent appraisal of one's subordinates. Both anchoring with insufficient adjustment and a mood induction may explain this effect, but the results are more consistent with the former explanation than the latter.

Suggested Citation

Latham, Gary P. and Budworth, Marie-Hélène and Yanar, Basak and Whyte, Glen, The Influence of a Manager's Own Performance Appraisal on the Evaluation of Others. International Journal of Selection and Assessment, Vol. 16, Issue 3, pp. 220-228, September 2008. Available at SSRN: https://ssrn.com/abstract=1242513 or http://dx.doi.org/10.1111/j.1468-2389.2008.00428.x

Gary P. Latham (Contact Author)

University of Toronto - Rotman School of Management ( email )

105 St. George Street
Toronto, Ontario M5S 3E6 M5S1S4
Canada
416-978-4916 (Phone)
416-978-4629 (Fax)

Marie-Hélène Budworth

affiliation not provided to SSRN

Basak Yanar

affiliation not provided to SSRN

Glen Whyte

University of Toronto - Rotman School of Management ( email )

105 St. George Street
Toronto, Ontario M5S 3E6 M5S1S4
Canada
416-978-4369 (Phone)

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