Cognitive categorization and quality of performance ratings.

Abstract

The effects of cognitive categorization of raters on accuracy, leniency, and halo of performance evaluations were investigated in a field setting. One hundred seventy-four subordinates evaluated the performance of their managers on three performance dimensions. Managers were categorized as congruent or incongruent based on subordinates' perceptions of the extent to which the manager's behavior met the subordinate's expectations. The results indicated that the quality of ratings assigned by subordinates was related to the cognitive categories used. As hypothesized, ratings of managers who were categorized as congruent were found to be more accurate and also to contain more leniency and halo tendency than the ratings of managers who were categorized as incongruent. Implications of these findings for performance-appraisal research are discussed. Researchers have long been interested in identifying methods of improving the quality and accuracy of performance ratings. One popular approach has been to manipulate the content and format of the rating system. In general, the results of these stud

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