Using the Lens Model to Magnify Raters' Consistency, Matching, and Shared Bias

Abstract

In this article the authors discuss research they conducted that used the lens model to interpret how different groups on employees supplied performance ratings. The groups examined were supervisors, peers and subordinates. The methodology used by the authors allowed them to analyze the degree to which raters adopted a similar strategy in combining information and the degree to which their agreement was a function of job-relevant considerations or a function of shared biases. They note that their results provide useful information for increasing the effectiveness of performance rating systems.