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THE RELATIONSHIP BETWEEN SUPERVISORY‐ AND SELF‐APPRAISALS OF EXECUTIVE PERFORMANCE
Author(s) -
THORNTON GEORGE C.
Publication year - 1968
Publication title -
personnel psychology
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 6.076
H-Index - 142
eISSN - 1744-6570
pISSN - 0031-5826
DOI - 10.1111/j.1744-6570.1968.tb02044.x
Subject(s) - psychology , performance appraisal , variance (accounting) , perception , social psychology , corporation , applied psychology , management , accounting , business , finance , neuroscience , economics
Summary T here has been increased use of self‐appraisal programs for evaluating the performance of executive personnel. Because objective measures of performance are rarely available or adequate for this level of personnel, ratings are often relied upon. The purpose of this study was to investigate the relationship between supervisory‐perceptions and incumbent self‐perceptions of the performance of executive personnel. The rationale for this study was that the relationship between supervisory‐ratings and self‐ratings has important implications for the usefulness of self‐appraisal programs. If self‐evaluations are to be effective in enlisting a person's cooperation and participation, it seems essential that his perceptions agree with those of his superior. This study was designed to identify those areas of executive performance where there might be significant amounts of disagreement. Knowledge of these problem areas would then be useful in conducting self‐appraisal programs. Supervisory‐ratings and self‐ratings on 27 performance variables were obtained for the top executives of a large manufacturing corporation. A measure of promotability was used as the criterion and analysis of variance and correlation analyses were carried out to attain the objectives. The major conclusions of the study were: (1) Executives tended to rate themselves higher than they were rated by their supervisors, (2) Disagreement in the relationship of the two sets of ratings was found in several areas, (3) Executives who tended to overrate themselves were found to be the ones who were considered least promotable on the basis of a criterion measure of success in the organization.