Publication Type

Journal Article

Version

Postprint

Publication Date

1-2010

Abstract

The present two studies integrate and extend the literatures on dynamic performance, performance attributions, and rating purpose, making several important contributions. First, examining attributions of dynamic performance, Study 1 predicted that performance mean and trend would affect judged ratee ability and effort and that performance variation would affect locus of causality; both predictions were supported by the results. Second, investigating the interaction between dynamic performance and rating purpose. Study 2 predicted that performance mean would have a stronger impact on administrative than on developmental ratings, whereas performance trend and variation would have a stranger impact on developmental than on administrative ratings; again, both predictions were borne out by the results. Third. both studies found that performance trend interacted with performance mean and variability to predict overall ratings. Fourth, both studies replicated main effects of dynamic performance characteristics on ratings in a different culture and, in Study 2, a sample of more experienced managers.

Keywords

dynamic performance, performance attributions, performance evaluation, performance ratings, rating purpose

Discipline

Human Resources Management | Organizational Behavior and Theory

Research Areas

Organisational Behaviour and Human Resources

Publication

Journal of Applied Psychology

Volume

95

Issue

1

First Page

213

Last Page

220

ISSN

0021-9010

Identifier

10.1037/a0017237

Publisher

American Psychological Association

Copyright Owner and License

Authors

Creative Commons License

Creative Commons Attribution-Noncommercial-No Derivative Works 4.0 License
This work is licensed under a Creative Commons Attribution-Noncommercial-No Derivative Works 4.0 License.

Additional URL

https://doi.org/10.1037/a0017237

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