EFFECTS OF SELF-APPRAISAL INFORMATION, APPRAISAL PURPOSE, AND FEEDBACK TARGET ON PERFORMANCE-APPRAISAL RATINGS

This experiment investigated the effects of three factors on performan ce appraisal ratings: self-appraisal information, appraisal purpose, a nd feedback target. Two hundred and three subjects rated a subordinate 's performance on a clerical task subsequent to receiving either a hig h or low self-assessment. They were told they would provide performanc e feedback either to the experimenter (organizational agent) or their subordinate, and their ratings would be used either for an administrat ive decision or developmental feedback. Performance ratings were signi ficantly higher when subjects received a favorable subordinate self-as sessment than when self-assessments were unfavorable. A significant in teraction was found between feedback target and the appraisal purpose. Implications for the use of self-appraisals in organizations were dis cussed.