Kenneth N. Wexley

The Relationship Among Perceptual Similarity, Sex, and Performance Ratings in Manager-Subordinate Dyads

The relationship of perceptual similarity and sex in both manager and subordinate performance appraisals within manager-subordinate dyads was investigated. Perceptual similarity accounted for a sizable percentage of performance rating variance. Significantly lower performance appraisals were found in dyads in which there was mutual perceptual dissimilarity between managers and subordinates.

The Effects of Time Delay in Rating and Amount of Information Observed on Performance Rating Accuracy

A fundamental assumption underlying the performance appraisal process (that raters can make accurate ratings based on a limited number of observations from previous time periods) was tested in a la...

The Effects of Perceptual Congruence and Sex on Subordinates' Performance Appraisals of Their Managers

In an investigation of the relationship between subordinates perceptual congruence (SPC) and sex on subordinates performance appraisals of their immediate managers, SPC was found to be significan...

Performance-rating accuracy: A critical review

Abstract Models of performance-rating accuracy were reviewed and combined into an integrative framework. Components of this framework included the rater, ratee, context, training, and rating format. This framework was used to review the empirical studies on performance-rating accuracy. The implications of this review for performance-appraisal researchers and practitioners were then discussed.

Managerial power: A neglected aspect of the performance appraisal interview

Abstract This field study investigated the relationships between three types of attributed managerial power (positive, coercive, and legitimate) with subordinates perceptions of performance appraisal interview processes and their reactions to appraisal feedback. Attempts to improve job performance on the part of the subordinates were also assessed three months later by their managers. Managers perceived as high in positive power tended to be described as more participative in goal setting and less critical during the feedback interview, whereas managers perceived as high in coercive power were described as less participative. All three types of power related significantly with subordinates reactions to the feedback. Only legitimate power, however, related to subordinates attempts to improve job performance. Practical implications of these findings are discussed.

Patterns of Performance and Rating Frequency: Influence on the Assessment of Performance

A laboratory simulation was conducted in order to examine the influence of assessees pattern of performance (ascending, consistently average, descending) on: (a) assessor ratings of assessee performance, (b) assessor attributionsfor assessee performance and, (c) rating accuracy. The influence of rating frequency (i.e., rating at the end of each exercise versus rating after all exercises have been concluded) on assessor accuracy was also examined. As predicted, assessees who exhibit different patterns of performance receive different ratings even though their overall level of performance is similar. More specifically, the ascending performer was rated higher in terms of leadership, decision-making, and persuasiveness, than either the consistently average or descending performer. It was alsofound that descending and ascending performance was attributed more to motivation causes than consistently average performance, and that descending performance was attributed more to ability causes (i.e., a lack of ability) than either the ascending or consistently average performer. With respect to rating accuracy, it was found that descending and ascending performance was rated more accurately than consistently average performance and that subjects who made ratings at the conclusion of each exercise did not make more accurate overall assessment ratings than those subjects who made overall assessment ratings only. Instead, it was found that the accuracy of overall assessment ratings was greatest when ratings collected after each exercise were averaged. The implications of these results for assessment center procedures is discussed.