Abstract
Some researchers assume that employees' personality characteristics affect leniency in rating others and themselves. However, little research has investigated these two tendencies at the same time. In the present study we developed one index for other-rating leniency and another one for self-rating leniency. Based on a review of the literature, we hypothesized that a generous assessment of peers would more likely be made by those who are extroverted and agreeable than by those who are not. Furthermore, a generous assessment of oneself would more likely be made by people who are conscientious and emotionally stable, than by people who are not. We also investigated if the leniency in rating others and the leniency in rating oneself are part of a more general leniency tendency. Data collected from a sample of real estate dealers provided support for the above hypotheses. Limitations and implications for future research are discussed.
Highlights
Dispositional Factors Undermining Accuracy of Work PerformanceTheoretically, a performance rating embodies the following: the ratee’s level of work performance, the rater’s perspective, the rater’s idiosyncrasies, and random error
In addition to evaluating the two hypotheses, we explored the relationship between self-rating leniency and other-rating leniency
While the ratees’ five personality scores did not correlate significantly with performance rating received from other raters, three (Neuroticism, Agreeableness, and Conscientiousness) correlated significantly with the ratees’ self-rating
Summary
A performance rating embodies the following: the ratee’s level of work performance, the rater’s perspective (i.e., self, peer, supervisor, etc.), the rater’s idiosyncrasies, and random error. Using managers’ developmental rating data, Scullen et al (2000) found that the ratee’s actual performance accounted for only about 20–25% of the variability in performance ratings when averaged across dimensions, perspectives, and instruments. Similar studies agreed that the influence on performance ratings for all combinations of rater perspectives and performance dimensions originated from rater’s bias (Castilla and Benard, 2010; Ng et al, 2011; Bono et al, 2012). The primary premise of this study is that certain personality dimensions of the Big Five are related to leniency in the ratings one assigns to oneself and others. We elaborate on what might define this relationship
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