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ORGANIZATION AND RATER DIFFERENCES IN PERFORMANCE APPRAISALS
Author(s) -
ZAMMUTO RAYMOND F.,
LONDON MANUEL,
ROWLAND KENDRITH M.
Publication year - 1982
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.1744-6570.1982.tb02216.x
Subject(s) - psychology , generality , performance appraisal , social psychology , employee performance appraisal , applied psychology , inter rater reliability , organizational performance , developmental psychology , management , psychotherapist , nursing , rating scale , medicine , economics
This study examines the effects of organizational differences and rater differences on performance appraisals. Self, peer, and supervisory ratings of performance for nurses in four hospitals and self, student, peer, and supervisory ratings for resident advisors in seven university dormitory complexes were used in this study. The analyses indicate that both organization and rater differences have significant, independent effects on performance ratings. The findings suggest that organizational differences may restrict the generality of the findings of performance appraisal studies across organizational settings. They also may have a negative impact on the usefulness of any particular performance appraisal form in different settings, and on the ability of managers to accurately interpret and compare performance ratings for individuals in different organizational subunits.