Accountability Forces in Performance Appraisal: Effects of Self-Appraisal Information, Normative Information, and Task Performance

Abstract

This study investigated the effects of self-appraisal information, normative information, and task performance on performance appraisal ratings. Participants rated a fictitious “subordinate's” performance on a clerical task (which was either very good or moderately poor) subsequent to receiving self-assessment information (high or low) and normative information (present or absent). Self-appraisals affected performance ratings for poor performers but not for good performers, suggesting that judges are more motivated to please ratees than they are merely to adopt the “subordinate's” view of their own performance. Furthermore, objective normative information had greater influence than self-appraisals on performance ratings, suggesting that information source credibility has more influence than felt accountability on performance appraisals. Implications of the findings for organizations were discussed.