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Supervisor Ratings (supervisor + rating)

Distribution by Scientific Domains

Psychology	50%
Business, Economics, Finance and Accounting	42%

Selected Abstracts

Age and Assessments of Professional Expertise: The Relationship between Higher Level Employees' Age and Self-assessments or Supervisor Ratings of Professional Expertise

INTERNATIONAL JOURNAL OF SELECTION AND ASSESSMENT, Issue 4 2001
Beatrice Van Der Heijden
In this article the relationship between higher level employees' age and assessments of professional expertise is described. Hypotheses have been tested with original survey data from 417 higher level employees and 224 direct supervisors. Concerning the analyses of the effects of age, our hypotheses have for the greater part been confirmed. In our study, we have found that age-related stereotyping is an important phenomenon where assessments concerning professional expertise are made by supervisors. As regards the self-ratings, there is no relationship between age and professional expertise. Further research is needed to understand the pattern of differences between the two types of ratings. Some speculations concerning improvements of the measurements are discussed. [source]

Self-Supervisor Agreement: The Influence of Feedback Seeking on the Relationship Between Self and Supervisor Ratings of Performance,

JOURNAL OF APPLIED SOCIAL PSYCHOLOGY, Issue 2 2000
JANE R. WILLIAMS
Self-assessment research has continued to search for those factors that increase self-other rating agreement. The current field study investigated the feedback-seeking strategies (i. e., monitoring and inquiry) used by 125 employees to obtain performance information, as well as the relationship between feedback-seeking strategy use and self-supervisor performance-rating agreement. Results indicate that the frequency of monitoring reported by employees significantly moderated the relationship between self and supervisor ratings of performance. Individuals who reported higher levels of feedback seeking through monitoring were more likely to have self-assessments that were congruent with their supervisors' ratings of performance. [source]

SELF- VERSUS OTHERS' RATINGS AS PREDICTORS OF ASSESSMENT CENTER RATINGS: VALIDATION EVIDENCE FOR 360-DEGREE FEEDBACK PROGRAMS

PERSONNEL PSYCHOLOGY, Issue 4 2002
Paul W. B. Atkins
Although 360-degree feedback programs are rapidly increasing in popularity, few studies have examined how well ratings from these programs predict an independent criterion. This study had 2 main aims: First, to examine the validity of ratings from a 360-degree feedback program using assessment center ratings as an independent criterion and to determine which source (i.e., self, supervisor, peers, or subordinates) provided the most valid predictor of the criterion measure of competency. Second, to better understand the relationship between self-observer discrepancies and an independent criterion. The average of supervisor, peer, and subordinate ratings predicted performance on the assessment center, as did the supervisor ratings alone. The self-ratings were negatively and nonlinearly related to performance with some of those who gave themselves the highest ratings having the lowest performance on the assessment center. Supervisor ratings successfully discriminated between overestimators but were not as successful at discriminating underestimators, suggesting that more modest feedback recipients might be underrated by their supervisors. Peers overestimated performance for poor performers. Explanations of the results and the implications for the use of self-ratings in evaluations, the design of feedback reports, and the use of 360-degree feedback programs for involving and empowering staff are discussed. [source]

Self-Supervisor Agreement: The Influence of Feedback Seeking on the Relationship Between Self and Supervisor Ratings of Performance,

The impact of impression-management tactics on supervisor ratings of organizational citizenship behavior

JOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 3 2006
Mark C. Bolino
Previous research indicates that the use of impression management is related to supervisor ratings of employee likeability and job performance. It has been argued, though, that employees might also use impression management so that their superiors will see them as ,good soldiers' who engage in high levels of organizational citizenship behaviors (OCBs). This study investigates the ways in which three types of impression management,namely, job-focused, self-focused, and supervisor-focused tactics of impression management,influence supervisor ratings of OCB. Using a sample of 122 supervisor-subordinate dyads, the findings indicate that supervisor-focused tactics of impression management are positively related to OCB ratings, while job-focused tactics are negatively related to such evaluations. Additionally, citizenship behaviors are positively related to supervisor liking of the employee and overall ratings of job performance. Finally, the results suggest that OCB ratings mediate the relationship between supervisor-focused tactics of impression management and supervisor evaluations of employee likeability. Some implications of this study and directions for future research are also addressed. Copyright © 2006 John Wiley & Sons, Ltd. [source]

Interactive effects of impression management and organizational politics on job performance

JOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 5 2004
Suzanne Zivnuska
The purpose of this research was to explore the interactive effect of organizational politics and impression management on supervisor ratings of employee performance. We hypothesized that the negative relationship between organizational politics and supervisor-rated performance is weaker among employees who are high in impression management than among those low in impression management. Data were collected from a matched sample of 112 white-collar employees and their supervisors. Results indicated that the interaction of organizational politics and impression management explained a significant incremental amount of variance in supervisor ratings of employee performance. These findings demonstrated that the extent to which an individual engaged in impression management in a non-political atmosphere may have been a key component to receiving favorable performance ratings. Copyright © 2004 John Wiley & Sons, Ltd. [source]

Attitudinal organizational commitment and job performance: a meta-analysis

JOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 3 2002
Michael Riketta
A meta-analysis was conducted to estimate the true correlation between attitudinal organizational commitment and job performance and to identify moderators of this correlation. One-hundred and eleven samples from 93 published studies were included. The corrected mean correlation was 0.20. The correlation was at least marginally significantly stronger for: (a) extra-role performance as opposed to in-role performance; (b) white-collar workers as opposed to blue-collar workers; and (c) performance assessed by self ratings as opposed to supervisor ratings or objective indicators. Four other assumed moderators (commitment measure: Affective Commitment Scale versus Organizational Commitment Questionnaire, job level, age, and tenure) did not have at least marginally significant effects. Copyright © 2002 John Wiley & Sons, Ltd. [source]

A study of pre-registration house officers' clinical skills

MEDICAL EDUCATION, Issue 12 2000
R A Fox
Background Little is known about the ability of pre-registration house officers (PRHOs) to perform basic clinical skills just prior to entering the medical register. Objectives To find out whether PRHOs have deficiencies in basic clinical skills and to determine if the PRHOs themselves or their consultants are aware of them. Method All 40 PRHOs at the Chelsea and Westminster and Whittington Hospitals were invited to undertake a 17 station OSCE of basic clinical skills. Each station was marked by one examiner completing an overall global score after completing an itemised checklist. An adequate station performance was the acquisition of a pass/borderline pass grade. Prior to the OSCE, a questionnaire was given to each PRHO asking them to rate their own abilities (on a 5-point scale) in the skills tested. A similar questionnaire was sent to the educational supervisors of each PRHO asking them to rate their house officer's ability in each of the same skills. Results Twenty-two PRHOs participated. Each PRHO failed to perform adequately a mean of 2·4 OSCE stations (SD 1·8, range 1,8). There were no significant correlations between OSCE performance and either self- or educational supervisor ratings. The supervisor felt unable to give an opinion on PRHO abilities in 18% of the skills assessed. Discussion This study suggests that PRHOs may have deficiencies in basic clinical skills at the time they enter the medical register. Neither the PRHOs themselves nor their consultants identified these deficiencies. A large regional study with sufficient power is required to explore the generalizability of these concerns in more detail. [source]

A MULTILEVEL INTEGRATION OF PERSONALITY, CLIMATE, SELF-REGULATION, AND PERFORMANCE

PERSONNEL PSYCHOLOGY, Issue 3 2006
CRAIG WALLACE
The purpose of this multilevel study was to test whether regulatory focus mechanisms (promotion focus and prevention focus; Higgins, 1997, American Psychologist, 52, 1280,1300; Higgins, 2000, American Psychologist, 55, 1217,1230) can help explain how group safety climate and individual differences in Conscientiousness relate to individual productivity and safety performance. Results, based on a sample of 254 employees from 50 work groups, showed that safety climate and conscientiousness predicted promotion and prevention regulatory focus, which in turn mediated the relationships of safety climate and Conscientiousness with supervisor ratings of productivity and safety performance. Implications for theory and research on climate, motivation, and performance and avenues for future research are discussed. [source]

DOES PERFORMANCE IMPROVE FOLLOWING MULTISOURCE FEEDBACK?

PERSONNEL PSYCHOLOGY, Issue 1 2005
A THEORETICAL MODEL, AND REVIEW OF EMPIRICAL FINDINGS, META-ANALYSIS
We review evidence showing that multisource feedback ratings are related to other measures of leadership effectiveness and that different rater sources conceptualize performance in a similar manner. We then describe a meta-analysis of 24 longitudinal studies showing that improvement in direct report, peer, and supervisor ratings over time is generally small. We present a theoretical framework and review empirical evidence suggesting performance improvement should be more likely for some feedback recipients than others. Specifically, improvement is most likely to occur when feedback indicates that change is necessary, recipients have a positive feedback orientation, perceive a need to change their behavior, react positively to the feedback, believe change is feasible, set appropriate goals to regulate their behavior, and take actions that lead to skill and performance improvement. [source]

CAN WORKING WITH AN EXECUTIVE COACH IMPROVE MULTISOURCE FEEDBACK RATINGS OVER TIME?

PERSONNEL PSYCHOLOGY, Issue 1 2003
A QUASI-EXPERIMENTAL FIELD STUDY
This study examined the effects of executive coaching on multisource feedback over time. Participants were 1,361 senior managers who received multisource feedback; 404 of these senior managers worked with an executive coach (EC) to review their feedback and set goals. One year later, 1,202 senior managers (88% of the original sample) received multisource feedback from another survey. Managers who worked with an EC were more likely than other managers to set specific (rather than vague) goals (d= .16) and to solicit ideas for improvement from their supervisors (d= .36). Managers who worked with an EC improved more than other managers in terms of direct report and supervisor ratings, however, the effect size (d= .17) was small. [source]