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Self‐Monitoring and Performance Appraisal Satisfaction: An Exploratory Field Study
Author(s) -
Miller Janice S.
Publication year - 2001
Publication title -
human resource management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.888
H-Index - 94
eISSN - 1099-050X
pISSN - 0090-4848
DOI - 10.1002/hrm.1022
Subject(s) - psychology , performance appraisal , applied psychology , interpersonal communication , context (archaeology) , social psychology , management , paleontology , economics , biology
Members of 12 project teams in five organizations participated in a study that assessed theirself‐monitoring characteristics and level of satisfaction with their performance appraisal system. Overall,taking part in self‐ratings and upward appraisals of team leaders was associated with greater levels ofappraisal satisfaction than was participating in peer evaluations. Self‐monitoring level was negativelyassociated with appraisal satisfaction after controlling for level of ratings generated by peers, self, andleader. The paper discusses results, and offers practical implications in light of the social and interpersonalcontext that surrounds performance evaluation. © 2001 John Wiley & Sons, Inc.