Positivity bias in employees' self-ratings of performance relative to supervisor ratings: The roles of performance type, performance-approach goal orientation, and perceived influence

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Abstract

As hypothesized, data from two field studies among employees and their supervisors showed that employees are more likely to positively bias their self-ratings relative to supervisor ratings when creative performance rather than inrole performance is being evaluated. In addition, employees' performance-approach goal orientation and perceived influence were found to enhance positivity bias in self-ratings of creative performance. Moreover, performance-approach goal orientation and perceived influence appeared to combine and interact in their effects, such that the impact of perceived influence on positivity bias in self-ratings was larger when performance-approach goal orientation was weaker rather than stronger.

Original languageEnglish
Pages (from-to)524-552
Number of pages29
JournalEuropean Journal of Work and Organizational Psychology
Volume20
Issue number4
DOIs
Publication statusPublished - 2011

Keywords

  • Perceived influence
  • Performance-approach goal orientation
  • Positivity bias in self-ratings of performance
  • Type of performance
  • JOB-PERFORMANCE
  • APPRAISAL PROCESS
  • OTHER AGREEMENT
  • ACHIEVEMENT
  • ENHANCEMENT
  • BEHAVIOR
  • MODEL
  • PERSONALITY
  • PERCEPTIONS
  • EXPERIENCE

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