The Effect of Organizational Context on the Motivation of Raters to Produce Lenient Appraisals

Banks, C. and Murphy, K.R. (1985) ‘Toward Narrowing the Research–Practice Gap in Performance Appraisal’, Personnel Psychology 38(1): 335–345.

Bernardin, H.J. and Villanova, P. (1986) ‘Performance Appraisal’ in E.A. Locke (ed.) Generalizing from Laboratory to Field Setting, pp. 43–62. Massachusetts: Lexington Books.

Bernardin, H.J. and Walter, C.S. (1977) ‘Effect of Rater Training and Diary Keeping on Psychometric Error in Ratings’ Journal of Applied Psychology 62: 64–69.

Bernardin, H.J. , Orban, J. and Carlyle, J. (1981) ‘Performance Ratings as a Function of Trust in Appraisal, Purpose for Appraisal and Rater Individual Differences’, in Forty-First Annual Meeting of the Academy of Management, ‘Proceedings of the Academy of Management’ pp. 311–315. San Diego, California.

Blakely, G.L. (1993) ‘The Effects of Performance Rating Discrepancies on Supervisors and Subordinates’, Organizational Behavior and Human Decision Processes 54: 57–80.

Borman, W.C. (1977) ‘Consistency of Rating Accuracy and Rater Errors in the Judgment of Human Performance’ Organizational Behavior and Human Performance 20: 238–252.

Cleveland, J.N. and Murphy, L.R. (1992) ‘Analyzing Performance Appraisal as Goal Directed Behavior’, in G.R. Ferris and K.M. Rowland (eds) Research in Personnel and Human Resources Management, pp. 121–185. Greenwich, CT: JAI Press.

Cleveland, J.N. , Murphy, K.R. and Williams, R.E. (1989) ‘Multiple Uses of Performance Appraisal: Prevalence and Correlates’, Journal of Applied Psychology 74: 130–135.

Dansereau, G. , Grean, G.B. and Haga, H.J. (1975) ‘A Vertical Dyad Linkage Approach to Leadership with Formal Organizations’, Organizational Behavior and Human Performance 13: 46–78.

DeCottis, T.A. and Petit, A. (1978) ‘The Performance Appraisal Process: A Model and Some Testable Propositions’ Academy of Management Review 3: 635–646.

DeNisi, A.S. , Robbins, T. and Cafferty, T.P. (1989) ‘The Organization of Information Used for Performance Appraisals: The Role of Diary-Keeping’, Journal of Applied Psychology 74: 124–129.

Dienesch, R.M. and Liden, R.C. (1986) ‘Leader-Member Exchange Model of Leadership: A Critique and Further Development’, Academy of Management Review 11: 618–634.

Dobbins, G.H. , Cardy, R.L. and Truxillo D.M. (1988) ‘The Effects of Individual Differences in Stereotypes of Women and Purpose of Appraisal on Sex Differences in Performance Ratings: A Laboratory and Field Study’, Journal of Applied Psychology 73: 551–558.

Duarte, N.T. , Goodson, J.R. and Klich, N.R. (1994) ‘Effects of Dyadic Quality and Duration on Performance Appraisal’, Academy of Management Journal 37: 499–521.

Duchon, D. , Graen, S.G. and Taber, T.D. (1986) ‘Vertical Dyad Linkage: A Longitudinal Assessment of Antecedents, Measures and Consequences’, Journal of Applied Psychology 71: 56–60.

Fisher, C.D. (1979) ‘Transmission of Positive and Negative Feedback to Subordinates: A Laboratory Investigation’, Journal of Applied Psychology 64: 533–540.

Gioia, D.A. and Longenecker, C.O. (1994) ‘Delving into the Dark Side: The Politics of Executive Appraisal’, Organizational Dynamics 22: 47–58.

Graen, G.B. and Cashman, J. (1975) ‘A Role-Making Model of Leadership in Formal Organizations: A Development Approach’, in J.G. Hunt and L.L. Larson (eds) Leadership Frontiers, pp. 143–166. Kent, OH: Kent State University Press.

Graen, G. and Scandura, T. (1987) ‘Toward a Psychology of Dyadic Organizing’, in B.M. Staw and L.L. Cummings (eds) Research in Organizational Behavior, pp. 175–208. Greenwich, CT: JAI Press.

Harris, M.M. , Smith, D.E. and Champagne, D. (1995) ‘A Field Study of Performance Appraisal Purpose: Research Versus Administrative-Based Ratings’, Personnel Psychology 48: 151–160.

Ilgen, D.R. and Favero, J.L. (1985) ‘Limits on Generalization from Psychological Research to Performance Appraisal Processes’, Academy of Management Review 10: 311–321.

Ilgen, D.R. and Knowlton, W.A. (1980) ‘Performance Attributional Effects on Feedback From Supervisors’, Organizational Behavior and Human Performance 25: 441–456.

Ilgen, D.R. , Fisher, C.D. and Taylor, S.M. (1979) ‘Consequences of Individual Feedback on Behavior in Organizations’, Journal of Applied Psychology 64: 347–371.

Judge, T.A. and Ferris, G.R. (1993) ‘Social Context of Performance Evaluation Decisions’, Academy of Management Journal 36: 147–156.

Klimoski, R. and Inks, I. (1990) ‘Accountability Forces in Performance Appraisal’, Organizational Behavior and Human Decision Processes 45: 194–208.

Landy, F.J. and Farr, J.L. (1983) The Measurement of Work Performance: Methods, Theory and Applications. New York: Academic Press.

Longenecker, C.O. (1989) ‘Truth or Consequences: Politics and Performance Appraisal’, Business Horizons 32: 1–7.

Longenecker, C.O. , Sims, H.P. and Gioia, D.A. (1987) ‘Behind the Mask: The Politics of Employee Appraisal’, Academy of Management Executive 1-1.

McIntyre, R.M. , Smith, D. and Hassett, C.E. (1984) ‘Accuracy of Performance Ratings as Affected by Rater Training and Perceived Purpose of Rating’, Journal of Applied Psychology 69: 147–156.

Mitchell, T.R. and Klimoski, R. (1984) ‘Accountability Bias in Performance Appraisal’, Working paper series in industrial/organizational psychology. The Ohio State University.

Mohrman, A.M. and Lawler, E.E. (1983) ‘Motivation and Performance Appraisal Behavior’, in F.J. Landy , S. Zedeck and J.N. Cleveland (eds) Performance Measurement and Theory, pp. 173–189. Hillsdale, NJ: Erlbaum.

Murphy, K.R. and Balzer, W.K. (1989) ‘Rater Errors and Rating Accuracy’, Journal of Applied Psychology 74: 619–624.

Murphy, K.R. and Cleveland, J.N. (1995) Understanding Performance Appraisal: Social, Organizational and Goal Based Perspectives. Thousand Oaks, CA: Sage.

Murphy, K.R. , Balzer, W.K. , Kellam, K.L. and Armstrong, J. (1984) ‘Effect of Purpose of Rating on Accuracy in Observing Teacher Behavior and Evaluating Teaching Performance’, Journal of Educational Psychology 76: 45–54.

Napier, N.K. and Latham, G.P. (1986) ‘Outcome Expectancies of People Who Conduct Performance Appraisals’, Personnel Psychology 39: 827–837.

Ostroff, C. (1993) ‘Rater Perceptions, Satisfaction and Performance Ratings’, Journal of Occupational and Organizational Psychology 66: 345–356.

Scandura, T.A. , Graen, G.B. and Novak, M.A. (1986) ‘When Managers Decide Not to Decide Autocratically: An Investigation of Leader Member Exchange and Decision Influence’, Journal of Applied Psychology 71: 579–584.

Sharon, A. and Bartlett, C. (1969) ‘Effect of Instructional Conditions in Producing Leniency on Two Types of Rating Scales’, Personnel Psychology 22: 252–263.

Tetlock, P.E. (1985) ‘Accountability: The Neglected Social Context of Judgment and Choice’, in L.L. Cummings and B.M. Staw (eds) Research in Organizational Behavior, pp. 297–332. Greenwich, CT: JAI Press.

Tsui, A.S. and Barry, B. (1986) ‘Interpersonal Affect and Rating Errors’, Academy of Management Journal 29: 586–599.

Wayne, S.J. and Ferris, G.R. (1990) ‘Influence Tactics, Affect and Exchange Quality in Supervisor–Subordinate Interactions: A Laboratory Experiment and Field Study’, Journal of Applied Psychology 75: 487–499.

Wexley, K.N. and Klimoski, R. (1984) ‘Performance Appraisal: An Update’, in K.M. Rowland and G.R. Ferris (eds) Research in Personnel and Human Resources Management, pp. 35–79. Greenwich, CT: JAI Press.

Zedeck, S. and Cascio, W. F. (1982) ‘Performance Appraisal Decisions as a Function of Rater Training and Purpose of the Appraisal’, Journal of Applied Psychology 67: 752–758.