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Week6-RaterIssuesTong.pptxRater Issues in Performance Management system
Presented By: tong yao
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Overview
Why rater training programs?
Training programs
Rater Error Training (RET)
Frame of Reference Training (FOR)
Behavioral Observation Training (BO)
Self-leadership Training (SL)
3 articles
Case study
Conclusion
Reference
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Why Raters Training Programs?
To identify job activities
To measure performance
To minimize rating error
To train counsel and coach
To interact with employees
To prepare for performance management system.
To increase satisfaction with the system.
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Training Programs
Rater Error Training (RET)
Frame of Reference Training (FOR)
Behavioral Observation Training (BO)
Self-leadership Training (SL)
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Rater Error Training
To make rater aware of what rating errors they are likely to make and to minimize them:
Intentional:
Leniency (inflation): high ratings to most or all employees.
Severity (deflation): low ratings to most or all employees.
Central tendency: use only the middle points on the rating scales.
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Rater Error Training
Unintentional:
Similar to Me: favor who are similar with him or herself.
Halo: high score on one dimension, high score on all other dimensions.
First Impression: make an initial favorable or unfavorable judgment.
Primacy: gives more weight toward the beginning of the review period.
Recency: gives more weight toward the end of the review period.
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Rater Error Training
Contrast: compare individuals with one another.
Stereotype: oversimplified view of individuals based on group membership.
Negativity: more weight on negative observed than on positive and neutral information.
Spillover: scores from previous unjustly influence current ratings.
Attribution: attributes poor performance to an employee’s dispositional tendencies.
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Frame of Reference Training (FOR)
Goals for FOR:
Improve rater accuracy by thoroughly familiarizing raters with the various performance dimensions to be assessed.
Provide accurate ratings of each employee on each dimensions.
Observing Performance
Evaluating performance
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Behavioral Observation Training (BO)
Goals for BO:
Minimize unintentional rating errors
Improve rater skills by focusing on how raters:
Observe performance
Store information about performance
Recall information about performance
Use information about performance
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Self-leadership Training (SL)
Goals of SL
Improve rater confidence in ability to manage performance
Self-direction
Self-motivation
confidence
Enhance mental processes
Increase self-efficacy
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Article 1
The Influence of Collectivism and Rater Error On Organizational Citizenship and Impression Management Behaviors
Kim, P., & Lee, J. (2012).
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What is the study about?
In this study the aim was to distinguish empirically between organizational citizenship behavior (OCB) and impression management behavior (IMB), and to examine the relative contributions of collectivism and rater error to those behaviors.
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Definitions
Organizational citizenship behavior(OCB): prosocial organizational behavior (Brief & Motowidlo, 1986), civic organizational behavior (Graham, 1991), organizational spontaneity (George & Brief, 1992), intraorganizational volunteerism (Peloza & Hassay, 2006), and contextual performance (Borman & Motowidlo, 1993).
Impression management behavior(IMB) is a behavior that individuals employ to protect their self-image or influence the way they are perceived by others (Schlenker, 1980).
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Definitions
Individualism: refers to a self-orientation, an emphasis on self-sufficiency and control, and the pursuit of individual goals that may, or may not, be consistent with group goals (Wagner, 1995)
Collectivism: involves subordination of personal goals to those of a larger group and emphasizes sharing, cooperation, group harmony, and concern for group welfare (Wagner, 1995)
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Hypotheses
Hypothesis 1: An individual’s collectivism will be positively associated, and individualism will be negatively associated, with organizational citizenship behavior. Hypothesis 2: An individual’s collectivism will be negatively associated, and individualism will be positively associated, with impression management behavior.
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Hypotheses
Hypothesis 3: Perceived rater error will be negatively associated with organizational citizenship behavior. Hypothesis 4: Perceived rater error will be positively associated with impression management behavior.
Hypothesis 5: Perceived rater error will be negatively associated with in-role behavior.
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Perceived Rater Error and Organizational Behaviors
Employee’s IMB can affect a rater’s judgment, individuals may use IRB, OCB, and IMB strategically to achieve a higher performance rating.
When a performance appraisal is biased, distorted, or inaccurate, the chances of increasing the productivity of an employee are largely limited.
People who perceive unfairness are likely to withhold or reduce their contribution to the organization, and, thus, have lower OCB
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Results
Hypothesis 1 & 2: Found that there was a positive relationship between collectivism and impression management behavior (IMB).
Hypothesis 3, 4 &5: Perceived rater error tends to make employees decrease their organizational citizenship behaviors (OCBOs) and in-role behaviors (IRBs).
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Strategies
Rater training
Redesign of rating process
Climate of fair treatment for employees (Folger & Greenberg, 1985; Werner, 2000).
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Article 2
Morning Employees Are Perceived as Better Employees: Employees’ Start Times Influence Supervisor Performance Ratings.
Yam, K.C., Fehr, R., & Barnes, C.M. (2014)
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What is the study about?
Stereotyping literature to suggest that supervisor ratings of job performance are affected by employees’ start times.
Later start time leads supervisors to perceive employees as less conscientious. These perceptions in turn cause supervisors to rate employees as lower performers.
Supervisors should remain mindful of the morning bias and ensure that their performance ratings are based on more reliable performance metrics
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Hypotheses
Hypothesis 1: Employee start time is negatively associated with supervisor perceptions of employee conscientiousness.
Hypothesis 2: The relationship between employee start time and supervisor ratings of job performance is mediated by supervisor perceptions of employee conscientiousness.
Hypothesis 3: The indirect effect of employee start time on supervisor ratings of performance via perceived conscien- tiousness is moderated by supervisors’ chronotypes, such that the indirect effect will be strong when supervisors are “larks,” but dissipate when supervisors are “owls.”
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Results
Study 1: Hypothesis 1: participants display a morning bias and automatically associate morningness with conscientiousness.
Study 2: Hypothesis 1, 2 & 3: employee start times are meaningfully related to supervisors’ performance ratings.
Study 3: Hypothesis 3: When participants were larks, the mediated model was significant.
When participants were owls, however, the mediated model was not significant
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Strategies
flexible work practices(FWP): allow employees to meet obligatory duties, while enabling organizations to attract and retain talent by enhancing employees’ job satisfaction and commitment to the organization.
It helps supervisors better understand how they rate their employees’ performance.
Rater Error training
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Article 3
Does Rater Personality Matter? A Meta-Analysis of Rater Big Five- Performance Rating Relationships
Harari, M. B., Rudolph, C. W., & Laginess, A. J. (2015)
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What is the study about?
To find out the role of rater’s personality in rating:
To examine rater personality traits consistent with the Five-Factor Model as sources of systematic non-performance variance in job performance ratings using meta-analysis
to examine the contextual as moderators of the rater personality–performance rating relationships
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Results
Across 21 studies and 28 independent samples, found evidence suggesting that rater personality traits consistent with the Five-Factor Model accounted for between 6% and 22% of the variance in performance ratings.
rater agreeableness, extraversion, and emotional stability were all positively related to performance ratings.
raters who are high in openness respond to the performance rating context by considering performance episodes and drawn about the employee’s performance.
the effect of rater personality on performance ratings should be stronger in field studies as compared to laboratory studies
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Strategies
Rater training may be considered strong and therefore may also be likely to reduce rater personality –performance rating relationships
Rater–ratee personality similarity could potentially influence performance ratings through its effect on psychological distance
Rater error training
Similar-to-me error
Frame of reference training
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Case Study 4 (p.g 199)
Using the information in section 4, traning programs for the acquisition of required skills
a brief explanation of the nature of your suggested rater training program.
Its advantages?
Its requirements?
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Conclusion
We reviewed the following points;
Issues regarding rater performance based on three articles
Importance, sources and needs of rater training programs
Types of training programs that should incorporated
How to overcome raters’ issues
Combine different training programs
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References
Aguinis, H. (2013). Performance management. Upper Saddle River, NJ: Pearson Prentice Hall.
Harari, M. B., Rudolph, C. W., & Laginess, A. J. (2015). Does rater personality matter? A meta‐analysis of rater Big Five–performance rating relationships. Journal Of Occupational And Organizational Psychology, 88(2), 387-414. doi:10.1111/joop.12086
Kim, P., & Lee, J. (2012). The influence of collectivism and rater error on organizational citizenship and impression management behaviors. Social Behavior And Personality, 40(4), 545-556. doi:10.2224/sbp.2012.40.4.545
Yam, K.C., Fehr, R., & Barnes, C.M. (2014). Morning employees are perceived as better employees: Employees’ start times influence supervisor performance ratings. Journal of Applied Psychology, 99(6), 1288-1299
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