Effects Of Peer Ratings On Supervisor Ratings Of Job Performance

Abstract

The influence of peer rating information on supervisor performance ratings was investigated using a 2 x 2 x 2 crossed factorial experimental design.  Participants were undergraduate business students who assumed the role of “supervisor” and evaluated a fictitious “subordinate” whose performance was either good or poor.  Participants were given fictitious information about peer ratings (high or low) from either one or three co-workers.  As expected, peer rating information resulted in inflated performance ratings for poor performers and deflated ratings for good performers.  No differences in performance ratings were found for a single versus multiple peer ratings.  Contrary to expectations, rater personality characteristics (conscientiousness and agreeableness) did not moderate the influence of peer rating information on performance ratings.