An industrial use of peer ratings

Abstract

Can peer ratings identify managers who later are promoted rapidly in a large corporation? A representative sample of 56 graduates was selected from 4-week middle manager training classes where a lengthy 13 item peer rating was administered. When the mean peer ratings of 21 managers who received 2 or more promotions after graduation were compared with the mean peer ratings of 19 managers who received no promotions, differences were significant at the .01 level for all but 3 of the rating items. The results suggest that a large body of predictive data for industry exists in the judgments contemporary managers are able to make about each other. (PsycInfo Database Record (c) 2025 APA, all rights reserved)