Publication Type

Journal Article

Version

acceptedVersion

Publication Date

3-2008

Abstract

This study contributes to our understanding of which factors predict raters' policies for combining performance components into an overall job performance rating. We used a work-roles framework to examine the effects of rater source and team-based culture. The sample consisted of 612 individuals in three job categories (3 17 nurses, 168 personnel recruiters and 127 sales representatives). Respondents rated employee performance profiles that were described on task, citizenship and counterproductive performance. Raters' weights differed by (a) organizational culture (low- vs. high-team-based); (b) rating source (supervisor vs. peer) and (c) job. In a team-based culture, more weight was given to citizenship performance and less to task performance. Peers attached more importance to citizenship performance and less to task performance. Implications of these findings for performance management are discussed.

Discipline

Industrial and Organizational Psychology | Organizational Behavior and Theory

Research Areas

Organisational Behaviour and Human Resources

Publication

Journal of Occupational and Organizational Psychology

Volume

81

First Page

11

Last Page

27

ISSN

0963-1798

Identifier

10.1348/096317907X182971

Publisher

Wiley: 12 months

Copyright Owner and License

Authors

Additional URL

https://doi.org/10.1348/096317907X182971

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