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Much disagreement and confusion has surrounded the nature of the relationship between halo and performance rating accuracy. Traditionally, the relationship has been assumed to be linear ( Cooper, 1981 ), but Fisicaro (1988 ) proposed that the relationship between halo and performance rating accuracy is, instead, curvilinear. Using the halo index suggested by Balzer & Sulsky (1992 ), the results of the present study provided empirical evidence to support Fisicaro's proposal. Future research examining the relationship between halo and accuracy should consider the use of quadratic models, instead of linear ones. For the practitioner, this result implies that low rating dimension intercorrelations (negative halo) may lead to inaccuracy in ratings in much the same way as do high rating dimension intercorrelations (positive halo). [ABSTRACT FROM AUTHOR]

The current study used a Social Relations Model to analyze self and peer ratings to explore the dynamics of team member perceptions and performance ratings. The results from 29 organizational teams who completed performance ratings of themselves and team members indicated that the most rating variance was attributed to the relationship component, followed by the ratee component, followed by the rater component. Among other findings, the results indicated that self-ratings were related to how one rates, and is rated by, others; that there were high levels of reciprocity between peers for dimensions that were interpersonal in nature; and that raters tended to evaluate others within, but not necessarily across, dimensions similarly. [ABSTRACT FROM AUTHOR]

Developments in powered wheelchair technology have opened up a world of opportunities for people with disabilities that affect their mobility. The challenge for occupational therapists is to examine the functional utility of powered mobility relative to individual occupational performance needs. In the absence of a comprehensive evaluation strategy, the present paper examines current practice and proposes the use of the Occupational Performance Model (Australia) as an effective framework for examining powered wheelchair mobility as an enabler of human performance. Discussion of the critical elements affecting mobility performance includes the impact of the environment, life roles, space and time, as well as individual component level performance skills. [ABSTRACT FROM AUTHOR]

This study examined predictors of 150 managers' attitudes toward a 360-degree feedback system and their degree of involvement in on- and off-the-job development activity in response to the feedback, as reported an average of 10 months following receipt of feedback. Three sets of predictors were: (a) feedback ratings from four sources (supervisor, peer, subordinate, self), (b) individual characteristics of the feedback recipients and, (c) perceived characteristics of the feedback recipients' work contexts. Despite adequate statistical power, few relationships were observed between feedback ratings and subsequent involvement in development activities and attitudes toward the feedback system. Three exceptions were a positive relationship between subordinate and peer ratings of managers and managers' attitudes toward the system as well as an interaction between self and peer ratings: the more unique or different peer ratings were compared to self-ratings, the more favourable ratee attitudes toward the system were. Other predictors of these dependent variables were: (I) a work context that includes people who are supportive of skill development (i.e. social support) and, (2) beliefs by feedback recipients that it is not only possible for people to improve their skills (i.e. incremental implicit theory of skill malleability), but also that they themselves are capable of improving and developing (i.e. self-efficacy for development). These results suggest that there are variables which are just as important (or possibly even more important) than differences in feedback level for predicting attitudes toward the feedback system and subsequent involvement in development activity following feedback. Practical implications, limitations, and suggestions for future research are discussed. [ABSTRACT FROM AUTHOR]

This study investigated the agreement between superior and subordinate performance ratings and the correlations between these performance ratings and standardized measures of job satisfaction. Subjects were 261 members of the fire service, representing three ranks in the organizational hierarchy: chiefs (N = 12), captains (N = 76), and firefighters (N = 173). Subjects completed performance ratings of both their superiors and subordinates, and standardized measures of job satisfaction. Results indicated significant agreement between superior (chief) and subordinate (firefighter) ratings of captains' performance. These performance ratings were also positively correlated with both subordinate (firefighter) and supervisor (captain) job satisfaction, particularly satisfaction with supervisors and with co-workers. [ABSTRACT FROM AUTHOR]

This study investigated the extent of convergence among SDy estimates from three different techniques. As reported, the dollar-based (Schmidt, Hunter, McKenzie & Muldrow, 1979) and performance-based (Eaton, Wing & Mitchell, 1985) judgemental estimates were nearly equivalent to the precentage of salary SDy estimate (Hunter, Schmidt & Judiesch, in press). Close inspection revealed that these similarities were, in large part, attributable to the various measures of central tendency adopted by these procedures. [ABSTRACT FROM AUTHOR]

A performance appraisal procedure called rated ranking is described in which alternation rankings are followed by a rating of the individuals ranked within the limits imposed by the initial rank orders. This procedure was used by 21 foremen in evaluating 185 semi-skilled mine and plant employees of a single company. the results of this application were used to investigate the value of the rated ranking procedure including reliability, nature of the distributions, differences between groups and individuals, halo, construct validity and potential bias in the evaluation. the results provide an encouraging picture of ranking procedure when the rated ranking process is incorporated. The approach has demonstrated value for the purpose of validating selection procedures. [ABSTRACT FROM AUTHOR]