Resumen

VAN LILL, Xander  y  VAN DER MERWE, Gerda. Differences in self- and managerial-ratings on generic performance dimensions. SA j. ind. Psychol. [online]. 2022, vol.48, n.1, pp.1-10. ISSN 2071-0763.  http://dx.doi.org/10.4102/sajip.v48i0.2045.

ORIENTATION: The 360-degree performance assessments are frequently deployed. However, scores by different performance reviewers might erroneously be aggregated, without a clear understanding of the biases that are inherent to different rating sources RESEARCH PURPOSE: The purpose of this study was to determine whether there are conceptual and mean score differences between self- and managerial-ratings on performance dimensions MOTIVATION FOR THE STUDY: Combining self- and managerial-ratings may lead to incorrect decisions about the development, promotion, and/or remuneration of employees. Understanding the effects of rating sources may aid thoughtful decisions about the applications of self- versus managerial-ratings in low- and high-stakes decisions. RESEARCH APPROACH/DESIGN AND METHOD: A cross-sectional design was implemented by asking 448 managers to evaluate their subordinates' performance, and 435 employees to evaluate their own performance. The quantitative data were analysed by means of multi-group factor analyses and robust t-tests. MAIN FINDINGS: There was a satisfactory degree of structural equivalence between self- and managerial-ratings. Practically meaningful differences emerged when the means of self- and managerial-ratings were compared PRACTICAL/MANAGERIAL IMPLICATIONS: It might be meaningful to uncouple self- and managerial-ratings, when providing performance feedback. Managerial ratings might be a more conservative estimate, which could be used for high-stakes decisions, such as remuneration or promotion. CONTRIBUTION/VALUE-ADD: This study is the first to investigate the effect of rating sources on a generic model of performance in South Africa. It provides valuable evidence regarding when different rating sources should be used in predictive studies, performance feedback, or high-stakes talent decisions.

Palabras clave : individual work performance; generic performance; performance measurement; rating sources; 360-degree performance feedback.

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