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A fairer examination of rating scales when used for performance appraisal in a real organizational setting
Author(s) -
Tziner Aharon
Publication year - 1984
Publication title -
journal of organizational behavior
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 3.938
H-Index - 177
eISSN - 1099-1379
pISSN - 0894-3796
DOI - 10.1002/job.4030050203
Subject(s) - inter rater reliability , psychology , rating scale , performance appraisal , scale (ratio) , reliability (semiconductor) , halo effect , social psychology , applied psychology , cognitive psychology , halo , management , developmental psychology , economics , power (physics) , physics , quantum mechanics , galaxy
Fifty‐seven managers in an aircraft plant who had received rater training, appraised their subordinates ( n = 376) using both a BARS format and a graphic scale. Less leniency and halo effect occurred with the BARS format. In addition, the use of BARS resulted in higher interrater reliability than ratings obtained with the graphic scale. Finally, the overall (global) evaluation derived with the BARS form was significantly less susceptible to leniency effect. A tentative conceptual framework to explain this finding was suggested.