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Unformatted text preview: cars at the same time, and a telephone company supervisor cannot visit customers’ homes or climb telephone poles with all his or her installers. Such situations mean that the target (the employee’s performance) is frequently ambiguous, and we have seen that the perceptual system resolves ambiguities in an efficient but often inaccurate manner. Even when performance is observable, employees often alter their behaviour so that they look good when their manager is around. Rater Errors Subjective performance appraisal is susceptible to some of the perceptual biases we discussed earlier—primacy, recency, and stereotypes. In addition, a number of other perceptual tendencies occur in performance evaluation. They are often called rater errors. One interrelated set of these tendencies includes leniency, harshness, and central tendency (Exhibit 3.9). Leniency refers to the tendency to perceive the performance of one’s ratees as especially good, while harshness is the tendency to see their performance as especially ineffective. Lenient raters tend to give “good” ratings, and harsh raters t...
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This document was uploaded on 03/27/2014.

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