The Influence of Self-Ratings versus Peer Ratings on Supervisors' Performance Judgments

This study investigated the extent to which supervisors use feedback from outside sources in making performance judgments. A simulation was conducted in which participants with organizational supervisory experience made an initial performance judgment about a profiled employee. Participants then received additional information that was discrepant from their initial judgment (positive or negative) from one of two sources (the profiled employee himself or one of his peers). The direction of the discrepant information and its source interacted in determining final ratings, such that, participants were more likely to use discrepant information to alter their performance judgments in a consistent direction when the source was a peer than when the source was the employee himself. Furthermore, participants' opinions about the usefulness of peer information for performance judgments moderated this interaction. Specifically, participants who believed that information from an employee's peers was useful, were more likely to use discrepant information provided by a peer when making final performance judgments than were participants who did not believe that information from an employee's peers was useful. Copyright 1998 Academic Press.