Assessing Self-Appraisal of Job Performance as an Evaluation Device: Are the Poor Results a Function of Method or Methodology?
Mark John Somers, Dee Birnbaum
Human Relations · 1991 · Volume 44 · Issue 10
DOI: 10.1177/001872679104401004
Abstract
Self-appraised job performance was studied in relation to supervisory ratings under those conditions in which self-evaluation is most likely to predict performance outcomes (Mabe & West, 1982). In contrast to previous research, there was no evidence of leniency error or restriction of range in self-appraised job performance. Convergence between self- and supervisory ratings was also evident, and was interpreted in light of the presence of halo error.
Keywords
job performance, self-ratings, organizational psychology
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