scholarly journals The implications of unconfounding multisource performance ratings.

2020 ◽  
Vol 105 (3) ◽  
pp. 312-329
Author(s):  
Duncan J. R. Jackson ◽  
George Michaelides ◽  
Chris Dewberry ◽  
Benjamin Schwencke ◽  
Simon Toms
Keyword(s):  
Performance Ratings ◽  
Multisource Performance Ratings

Reconsidering the Equivalence of Multisource Performance Ratings: Evidence for the Importance and Meaning of Rater Factors

2012 ◽  
Vol 28 (2) ◽  
pp. 203-219 ◽  
Author(s):  
Bethany H. Bynum ◽  
Brian J. Hoffman ◽  
Adam W. Meade ◽  
William A. Gentry
Keyword(s):  
Performance Ratings ◽  
Multisource Performance Ratings

Construct Validity Evidence for Multisource Performance Ratings: Is Interrater Reliability Enough?

2016 ◽  
Vol 9 (2) ◽  
pp. 329-333 ◽  
Author(s):  
Jisoo Ock
Keyword(s):  
Performance Management ◽  
Performance Appraisal ◽  
Interrater Reliability ◽  
Management Practices ◽  
Measurement Theory ◽  
Performance Ratings ◽  
Validity Evidence ◽  
Performance Information ◽  
Multiple Perspectives ◽  
Multisource Performance Ratings

As organizations become decentralized and work becomes team based, organizations are adopting performance management practices that integrate employees’ performance information from multiple perspectives (e.g., 360-degree performance ratings). Both arguments for and against the use of performance ratings presented in the focal article focused on rater agreement (or lack thereof) as evidence supporting the position that multisource ratings are a useful (or not a useful) approach to performance appraisal. In the argument for the use of multisource ratings, Adler, Campion, and Grubb (Adler et al., 2016) point out that multisource ratings are advantageous because they lead to increased interrater reliability in the ratings. Although Adler and colleagues were not explicit about why this would be true, proponents of multisource ratings often cite the measurement theory assumption that increasing the number of raters will yield more valid and reliable scores to the extent that there is any correlation in the ratings (Shrout & Fleiss, 1979). In the argument against the use of multisource performance ratings, Colquitt, Murphy, and Ollander-Krane argued that because multisource ratings pool together ratings from raters who are systematically different in terms of their roles and perspectives about the target employee's performance, the increased number of raters is not expected to resolve the low level of interrater agreement that is typically observed in performance ratings (Viswesvaran, Ones, & Schmidt, 1996).

Supervisory performance ratings: What have we been measuring?

2008 ◽  
Author(s):  
Stephanie Payne ◽  
Margaret Horner ◽  
Saurabh Deshpande ◽  
Kevin Wynne
Keyword(s):  
Performance Ratings
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