Individual differences in preferences for social-comparative performance ratings

Despite extant research demonstrating the validity and utility of social-comparative performance ratings, few organizations make use of them. Little is known about what kinds of individuals may be interested in working for a company that uses social-comparative performance evaluations. The study aimed to identify whether some applicants would demonstrate a preference for social-comparative performance ratings over traditional absolute performance ratings, and to identify individual differences that relate to these preferences. A total of 145 participants were presented with a vignette and asked to indicate whether they would prefer to work for a company that used a social-comparative performance management system or a traditional absolute performance management system. We found that individuals who were high on Social Comparison Orientation, Self-Efficacy, and two narrow facets of Conscientiousness (i.e., Diligence and Organization) preferred a social-comparative performance management system over an absolute performance management system. Details and implications associated with these findings are discussed.

Automated summary

Despite evidence supporting the effectiveness of social-comparative performance ratings, they are rarely used in organizations. This study aimed to explore which individuals would prefer to work for a company that uses social-comparative performance evaluations and to identify related individual differences. Results showed that individuals high in Social Comparison Orientation, Self-Efficacy, and specific facets of Conscientiousness (Diligence and Organization) preferred a social-comparative performance management system. The implications and details of these findings are discussed further in the paper.