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Rating Behavior (rating + behavior)

Distribution by Scientific Domains
Business, Economics, Finance and Accounting83%

Selected Abstracts

Relationships Between Attitudes Toward Organizations and Performance Appraisal Systems and Rating Behavior

INTERNATIONAL JOURNAL OF SELECTION AND ASSESSMENT, Issue 3 2001
Aharon Tziner
Data collected in seven separate samples in three countries (the USA, Canada and Israel) were used to examine the relationships between perceptions of one's organization (climate, commitment), beliefs about appraisal systems (self-efficacy, uses of appraisal) and raters' orientations to appraisal systems (confidence and comfort) and specific rating behaviors. We obtained good fits for structural models suggesting that attitudes and beliefs accounted for substantial variance in raters' likelihood of giving high or low ratings, willingness to discriminate good from poor performers, and willingness to discriminate among various aspects of job performance when completing actual performance ratings. Proximal attitudes and beliefs (i.e., those directly related to the performance appraisal system) appear to have stronger links to rating behavior than do more distal attitudes (i.e., attitudes toward the organization in general). [source]

Effects of Accountability on Rating Behavior and Rater Accuracy

JOURNAL OF APPLIED SOCIAL PSYCHOLOGY, Issue 12 2003
Neal P. Mero
We tested whether improvements in rater accuracy on a performance-appraisal task attributed to rater accountability could be explained by variance in rater behavior. Data from Mero and Motowidlo (1995) were used initially to test whether observed improvements in rater accuracy could be explained by rating process behaviors of attending to relevant subordinate performance and taking better notes to record that performance. Results showed that both behaviors were correlated with accuracy and that these behaviors partially mediated the relationship between accountability and improved decision quality for participants who were held accountable for their rating decision and did not have any preconceived information about that rating from their supervisor. We then tested this process model on a new sample of participants and found that attentiveness and notetaking mediated the relationship between accountability and accuracy. [source]

The Impact of Same-Sex LMX Dyads on Performance Evaluations

HUMAN RESOURCE MANAGEMENT, Issue 4 2001
Arup Varma
Numerous studies have found that supervisors rate women lower than men for similar levels of performance, suggesting that for female employees, performance alone may not be able to guarantee fair ratings. What is not clear is whether this disparity is a function of the gender composition of the supervisor,subordinate dyad or simply a case of male supervisor rating behavior. Based on data from supervisor,subordinate dyads in four organizations, we found that after controlling for performance, both male and female supervisors exhibit a positive bias toward subordinates of the same sex and rate members of the same gender higher. © 2001 John Wiley & Sons, Inc. [source]

Relationships Between Attitudes Toward Organizations and Performance Appraisal Systems and Rating Behavior

INTERNATIONAL JOURNAL OF SELECTION AND ASSESSMENT, Issue 3 2001
Aharon Tziner
Data collected in seven separate samples in three countries (the USA, Canada and Israel) were used to examine the relationships between perceptions of one's organization (climate, commitment), beliefs about appraisal systems (self-efficacy, uses of appraisal) and raters' orientations to appraisal systems (confidence and comfort) and specific rating behaviors. We obtained good fits for structural models suggesting that attitudes and beliefs accounted for substantial variance in raters' likelihood of giving high or low ratings, willingness to discriminate good from poor performers, and willingness to discriminate among various aspects of job performance when completing actual performance ratings. Proximal attitudes and beliefs (i.e., those directly related to the performance appraisal system) appear to have stronger links to rating behavior than do more distal attitudes (i.e., attitudes toward the organization in general). [source]

Finding Generators for Markov Chains via Empirical Transition Matrices, with Applications to Credit Ratings

MATHEMATICAL FINANCE, Issue 2 2001
Robert B. Israel
In this paper we identify conditions under which a true generator does or does not exist for an empirically observed Markov transition matrix. We show how to search for valid generators and choose the "correct" one that is the most compatible with bond rating behaviors. We also show how to obtain an approximate generator when a true generator does not exist. We give illustrations using credit rating transition matrices published by Moody's and by Standard and Poor's. [source]