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The implications of unconfounding multisource performance ratings.

Duncan J R Jackson¹, George Michaelides², Chris Dewberry³

¹King's Business School.

The Journal of Applied Psychology

|July 23, 2019

Summary

Unraveling multisource job performance ratings, this study clarifies reliability by unconfounding ratee, rater, and source effects. Findings highlight source and general performance as key reliability drivers, not dimension-specific factors.

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Area of Science:

Organizational Psychology
Human Resource Management
Psychometrics

Background:

Multisource job performance ratings are widely used but their reliability is debated.
Previous research has confounded key effects (ratee, rater, source, dimension), hindering understanding.
The impact of these systematic effects on rating reliability remains unclear.

Purpose of the Study:

To unconfound systematic effects influencing multisource job performance ratings.
To clarify the impact of ratee, rater, source, and dimension effects on rating reliability.
To provide a clearer framework for interpreting and applying multisource ratings.

Main Methods:

Employed a Bayesian generalizability theory approach.
Analyzed two independent samples with different measurement designs (N₁=392 ratees, 1,495 raters; N₂=342 ratees, 2,636 raters).
Systematically separated and quantified ratee-, rater-, source-, and dimension-related effects.

Main Results:

Source-related effects and general performance effects significantly contribute to reliability.
Dimension-related effects were found to be independent of these main reliability contributors.
Successfully unconfounded systematic effects for the first time in this research area.

Conclusions:

The reliability of multisource job performance ratings is primarily driven by source and general performance factors.
Dimension-specific performance aspects do not significantly impact overall rating reliability.
Findings offer practical implications for the interpretation and application of multisource ratings in organizational settings.