RATER-RATEE RACE EFFECTS IN DEVELOPMENTAL PERFORMANCE RATINGS OF MANAGERS

The effects of rater and ratee race on performance ratings of managers were examined. Ratings were obtained from peers, subordinates and bos ses as part of a multirater, developmental feedback program for manage rs. Two data sets were created for purposes of this study. The between -subjects data set consisted of ratings from over 20,000 bosses, over 50,000 peers, and over 40,000 subordinates. The repeated measures data set was substantially smaller because it included only those Black an d White managers who were rated by both a Black and White rater from e ach of the three perspectives. Results for rater race indicated that B lack raters from all perspectives (peers, subordinates, and bosses) as signed more favorable ratings to ratees of their own race. Results for White raters differed according to the particular rating source. Whit e bosses assigned more favorable ratings to ratees of their own race, but White subordinates did not. White peers assigned more favorable ra tings to Whites in the repeated measures analysis, but not in the betw een-subjects analysis. Results for ratee race indicated that both Whit e and Black managers received higher ratings from Black raters than fr om White raters, and the effect was more pronounced for ratings assign ed to Black managers.