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A Social Relations Analysis of Team Performance Ratings
Author(s) -
Greguras Gary J.,
Robie Chet,
Born Marise Ph.,
Koenigs Robert J.
Publication year - 2007
Publication title -
international journal of selection and assessment
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.812
H-Index - 61
eISSN - 1468-2389
pISSN - 0965-075X
DOI - 10.1111/j.1468-2389.2007.00402.x
Subject(s) - psychology , social psychology , interpersonal perception , reciprocity (cultural anthropology) , interpersonal communication , perception , variance (accounting) , interpersonal relationship , component (thermodynamics) , applied psychology , social perception , business , physics , accounting , neuroscience , thermodynamics
The current study used a Social Relations Model to analyze self and peer ratings to explore the dynamics of team member perceptions and performance ratings. The results from 29 organizational teams who completed performance ratings of themselves and team members indicated that the most rating variance was attributed to the relationship component, followed by the ratee component, followed by the rater component. Among other findings, the results indicated that self‐ratings were related to how one rates, and is rated by, others; that there were high levels of reciprocity between peers for dimensions that were interpersonal in nature; and that raters tended to evaluate others within, but not necessarily across, dimensions similarly.