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Attitudes of first‐line supervisors toward subordinate appraisals
Author(s) -
Bernardin H. John,
Dahmus Sue A.,
Redmon Gregory
Publication year - 1993
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.3930320209
Subject(s) - psychology , performance appraisal , agency (philosophy) , social psychology , applied psychology , public relations , management , political science , sociology , social science , economics
Three groups of supervisors who worked for a federal agency completed a questionnaire regarding attitudes toward subordinate appraisal and other aspects of performance appraisal. Group 1 received appraisal feedback from both their managers and their subordinates. Group 2 received feedback from their managers only. Group 3 received feedback about their performance from their subordinates only. Regardless of group assignment, supervisors were generally supportive of subordinate appraisal. Group 1 responded more positively to subordinate appraisal and the appraisal process in general. Group 3 expressed more concern that subordinate appraisals would undermine supervisors' authority and that supervisors would focus on pleasing subordinates. © 1993 by John Wiley & Sons, Inc.