Search

The relationship between self-assessed health, socio-economic characteristics, and mortality in the German Socio-Economic Panel is studied. The comparability of self-assessed health across different socio-economic groups is questioned given the existence of conditional effects for age, income, and wealth.

Investigation of the relationship between self-monitoring and multidimensional performance ratings of global asignees reveals significant interaction among three factors: individual differences in self-monitoring, national similarity between supervisor and subordinate and the dimension of performance being rated. Analysis of variance results from 78 supervisor/subordinate dyads are given. High self-monitors are rated more favorably when their supervisors are of the same nationality, while low self-monitors are somewhat less affected by nationality. There is a significant correlation between self0monitoring and rating of assignment-specific performance. The results suggest differential effects of personality across performance dimensions and the context of the rater. Future implications and practical recommendations are discussed.

Research with UK automobile workers shows self-evaluation is most useful when linked to evaluation ratings, and may be helpful in giving candidates feedback. Self-evaluation accuracy more clearly predicts assessment center outcome than raw self-evaluation scores do.

A study of 148 individuals comprising 33 groups showed that individual difference variables of self-efficacy for teamwork, need for social approval, and positive past experience working in teams are related to self-report collectivism. As a group composition variable, team collectivistic orientation was related to cooperative team behaviors. These cooperative team behaviors acted as a link of the relationship between team collectivistic orientation and team performance.

A study was made on the usefulness of self-appraisal (SA) as a technique to enhance the motivational and developmental impact of feedback from others. The study presumed that individuals would agree with and incorporate feedback that is consistent with their SA and that they would be more satisfied and improve their performance if feedback is better than their SA. Future research is recommended on the mechanisms underlying the interactive effects of SA and feedback.

Most organizational researchers have used some type of self-report, either to operationalize constructs for theory testing or to gather evidence for theory formulation. Yet, much needs to be learned about [...]

The general belief that one is more capable than others in controlling dangerous outcomes contributes to the preference for controllable risks. This is suggested by two types of evidence from two studies. In the first study, the preference for controllable risks was minimized when subjects were choosing risks for another rather for themselves. In the second, the preference for such risks was stronger when the ability required to control outcomes was conducive to a superiority bias than when it was not.

Several articles regarding the 360-degree feedback movement are evaluated. Together these articles provide a comprehensive view of this personnel management tool as an important new technology. Not only are new instruments presented, their usefulness are illustrated. The literature thus emphasizes past successes in the use of 360-degree feedback and future directions it may take in helping human resource managers understand managerial strengths and weaknesses. In addition, this technology, also known as multiple-rater assessment, can assist individuals in skills development. All in all, 360-degree feedback is a promising new avenue of research into personal and group development within organizations and other bureaucratic settings.

Differences among self-ratings and ratings of other individuals are examined using 360-degree feedback instruments. Analysis indicates that self-observer differences remain stable over the long-term. Such discrepancies are also related to variations in the results from personality-based multirater methods. In addition, the validity and accuracy of ratings of observable behavior from knowledgeable observers were higher than those for self-raters. A model of the relationship between self-assessment accuracy and job performance is proposed, suggesting that accurate self-assessors are more successful in improving performance than are their inaccurate counterparts. These results indicate that the use of observer ratings in lieu of self-rating may greatly improve personality assessment accuracy.

The relationships among self-rating tendencies, other's ratings and leadership effectiveness are examined. Self-perception accuracy varies within self/rater agreement groups, including underraters, overraters and accurate raters, across gender differences and in terms of knowledge of self and willingness to improve. Analysis reveals that despite conventional wisdom, women do not underrate themeselves as leaders. In addition, ratings in self-awareness and in its 'knowledge of self' component differ between men and women. Moreover, managers who were rated highest by their colleagues in terms of leadership and self-awareness were found to be the underraters. In contrast, overraters were perceived as the least effective and self-aware by all other raters.

A field experiment on self appraisal was conducted on 187 managers in a large corporation. Subjects were located in the US and Puerto Rico. Self appraisal is said to have beneficial effects on performance appraisal discussion. However, the results indicate that self appraisal exhibited none of the predicted beneficial effects thus indicating formal and informal self appraisal involve different processes. Correlational results, however, replicate previous studies.

A study was conducted to determine if the inherent trait of self-monitoring significantly affects employee turnover. Results showed that for low self-monitors, commitment was an important influence in the decision to stay or leave. On the other hand, job satisfaction was the important influence on high self-monitors. These results have important implications in formulating guidelines for hiring and retaining employees.

A study was conducted to investigate the relationship between subordinates' core self-evaluations and supervisors' abusive supervision. Findings indicate that core self-evaluations were negatively related to abusive supervision, and abusive supervision was positively related to emotional exhaustion.

Most people are better judges of other people's moral character than they are of their own. Experiments conducted at Cornell University found people consistently tended to overestimate their own generosity [...]

Individual characteristics that influence self-other rating congruence have been studied. Data were collected from 1,014 managers who participated in leadership development programs. The self-ratings of each manager on a multi-source rating instrument and the ratings of supervisors, peers and subordinates of managers were also examined. The research was successful in discovering individual characteristics that account for self and others' rating congruence.