Self-monitoring and performance appraisal: rating outcomes in project teams

Abstract

Two studies examined the relationship between ratee self-monitoring and performance appraisal in project teams using three appraisal sources: self, peer, and supervisor. Study 1, a laboratory study, found that high self-monitoring (HSM) subjects produced self-ratings significantly higher than their low self-monitoring (LSM) counterparts. Further, higher agreement among sources occurred for LSM than for HSM subjects. HSMs' tendency to portray themselves differently to various audiences resulted in less rating convergence across sources. Study 2, employing project teams in five corporations, replicated the convergence finding. Implications for use of various sources of appraisal and for understanding the role of self-monitoring in performance appraisal are discussed. Copyright © 2000 John Wiley & Sons, Ltd.

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