The Effects of Feedback to Raters on Subsequent Performance Ratings

2000 ◽  
Author(s):  
A. Lyon
Keyword(s):  
Performance Ratings ◽  
Subsequent Performance ◽  
Effects Of Feedback

scholarly journals Getting Rid of Performance Ratings: Genius or Folly? A Debate

2016 ◽  
Vol 9 (2) ◽  
pp. 219-252 ◽  
Author(s):  
Seymour Adler ◽  
Michael Campion ◽  
Alan Colquitt ◽  
Amy Grubb ◽  
Kevin Murphy ◽  
...  
Keyword(s):  
Performance Management ◽  
Performance Appraisal ◽  
Performance Feedback ◽  
Performance Ratings ◽  
Management Process ◽  
Management Reform ◽  
Research And Practice ◽  
Subsequent Performance ◽  
Weak Relationship ◽  
Effective Performance

Despite years of research and practice, dissatisfaction with performance appraisal is at an all-time high. Organizations are contemplating changes to their performance management systems, the most controversial of which is whether to eliminate performance ratings. The pros and cons of retaining performance ratings were the subject of a lively, standing-room-only debate at the 2015 Society for Industrial and Organizational Psychology conference in Philadelphia (Adler, 2015). Given the high interest in this topic, this article recaps the points made by the panelists who participated in the debate. The arguments for eliminating ratings include these: (a) the disappointing interventions, (b) the disagreement when multiple raters evaluate the same performance, (c) the failure to develop adequate criteria for evaluating ratings, (d) the weak relationship between the performance of ratees and the ratings they receive, (e) the conflicting purposes of performance ratings in organizations, (f) the inconsistent effects of performance feedback on subsequent performance, and (g) the weak relationship between performance rating research and practice in organizations. The arguments for retaining ratings include (a) the recognition that changing the rating process is likely to have minimal effect on the performance management process as a whole, (b) performance is always evaluated in some manner, (c) “too hard” is no excuse for industrial–organizational (I-O) psychology, (d) ratings and differentiated evaluations have many merits for improving organizations, (e) artificial tradeoffs are driving organizations to inappropriately abandon ratings, (f) the alternatives to ratings may be worse, and (g) the better questions are these: How could performance ratings be improved, and are we conducting the entire performance management process properly? The article closes with questions organizational members have found useful for driving effective performance management reform.

Effect of Prior Experience, Access to Information and Level of Performance on Individual and Group Performance Ratings

1972 ◽  
Vol 35 (1) ◽  
pp. 19-26 ◽  
Author(s):  
Frederick C. Hatfield
Keyword(s):  
Group Performance ◽  
Prior Experience ◽  
The Other ◽  
Performance Ratings ◽  
Intraindividual Variability ◽  
Access To Information ◽  
Partial Support ◽  
Analysis Techniques ◽  
Absolute Criterion ◽  
Effects Of Feedback

The effects of feedback, prior judging experience and the level of the performance being judged on individual and group ratings of the performances were determined. 36 experienced and 36 inexperienced gymnastic judges viewed a film containing 20 gymnastic performances of low, moderate and high caliber under conditions of complete, partial, and no feedback of information as to the ratings of the other judges in their respective groups. On the basis of conformity theory it was hypothesized that groups rating performances in an open system are more reliable and accurate in their ratings than are groups operating in partial or no-feedback conditions. Further, this tendency was hypothesized to become manifest more if performances are of low caliber as opposed to moderate or high caliber and if the observers are experienced at rating performances as opposed to inexperienced. While the data supported these hypotheses, only partial support was achieved for the hypothesis that intraindividual variability will be greatest among no-feedback and inexperienced groups. It was found that inexperienced judges were individually more variable in their ratings than experienced judges and that more intraindividual variability was displayed among ratings of low-level performances. Judges' ratings were compared to absolute criterion scores derived by a group of experts through various film analysis techniques.

Initial decisions and subsequent performance ratings.

1986 ◽  
Vol 71 (2) ◽  
pp. 189-195 ◽  
Author(s):  
Kevin J. Williams ◽  
Angelo S. DeNisi ◽  
Bruce M. Meglino ◽  
Thomas P. Cafferty
Keyword(s):  
Performance Ratings ◽  
Subsequent Performance

Conflict Monitoring Across the Life Span

2014 ◽  
Vol 28 (3) ◽  
pp. 124-135 ◽  
Author(s):  
Daniela Czernochowski
Keyword(s):  
Older Adults ◽  
Life Span ◽  
Age Groups ◽  
Conflict Detection ◽  
Response Conflict ◽  
Conflict Monitoring ◽  
Subsequent Performance ◽  
Additional Control ◽  
Performance Response ◽  
Conflict Detection And Resolution

Errors can play a major role for optimizing subsequent performance: Response conflict associated with (near) errors signals the need to recruit additional control resources to minimize future conflict. However, so far it remains open whether children and older adults also adjust their performance as a function of preceding response conflict. To examine the life span development of conflict detection and resolution, response conflict was elicited during a task-switching paradigm. Electrophysiological correlates of conflict detection for correct and incorrect responses and behavioral indices of post-error adjustments were assessed while participants in four age groups were asked to focus on either speed or accuracy. Despite difficulties in resolving response conflict, the ability to detect response conflict as indexed by the Ne/ERN component was expected to mature early and be preserved in older adults. As predicted, reliable Ne/ERN peaks were detected across age groups. However, only for adults Ne/ERN amplitudes associated with errors were larger compared to Nc/CRN amplitudes for correct trials under accuracy instructions, suggesting an ongoing maturation in the ability to differentiate levels of response conflict. Behavioral interference costs were considerable in both children and older adults. Performance for children and older adults deteriorated rather than improved following errors, in line with intact conflict detection, but impaired conflict resolution. Thus, participants in all age groups were able to detect response conflict, but only young adults successfully avoided subsequent conflict by up-regulating control.

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