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The Effect of Multi-Rater Consensus on Performance Rating Accuracy

Journal of Strategic Human Resource Management

Volume 4 Issue 2

Published: 2015
Author(s) Name: Carrie Ann Picardi | Author(s) Affiliation: Asst Prof of Mgt, Ernest C. Trefz School of Business, Univ.of Bridgeport, United States of America.
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Abstract

This study examined the extent that consensus affects performance rating accuracy. Participants (n=96) viewed a video depicting teams working on a problem-solving exercise. The ratees were evaluated on behaviors within three performance dimensions: verbal communication, collaboration, and decision making. Rating accuracy across three conditions (consensus, discussion without consensus, control) was calculated using Cronbachs (1955) accuracy indexes: elevation, differential elevation, stereotype accuracy, and differential accuracy. It was hypothesized that ratings provided by participants in the consensus condition would demonstrate the highest degree of accuracy. Findings in support of this hypothesis provided justification for use of consensus-driven multi-rater teams for performance evaluation. Moreover, organizations that incorporate a multi-rater strategy in the performance management process may consider a consensus approach rather than individual ratings submission to enhance accuracy.

Keywords: Employee, Performance, Evaluation, Appraisal, Rating, Accuracy

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