Showing papers by "Jerald Greenberg published in 1991"

Using Explanations to Manage Impressions of Performance Appraisal Fairness

Abstract: Based on the post hoc sorting of the narrative comments given by supervisors of their subordinates' performance, four major substantive categories of performance explanations emerged. Explanations focusing on the meritorious aspects of performance were typically used to explain high ratings, and apologies typically accompanied the administration of low ratings. Average ratings typically received no explanation. Perceived as fairest were ratings that enhanced the subordinate's self-image. The present results demonstrate the importance of explanations in enhancing perceptions of fairness.

Motivation to inflate performance ratings: Perceptual bias or response bias?

Abstract: In a laboratory experiment support was found for the idea that inflated performance evaluations may be due to a self-serving bias — the tendency for raters to highly evaluate subordinates' performance so that they may themselves appear to be successful. Two hundred sixteen students evaluating another's work gave higher ratings of performance quantity and quality to employees they counseled about their work than to others with whom they had either only social contact or no contact at all. This effect remained even when raters were not being evaluated by an authority figure, suggesting that the inflated ratings were the result of an interest in enhancing one's own self-image (a perceptual bias) rather than cultivating the favorable impression of another (a response bias). The conceptual and practical implications of these findings are discussed.