Journal
INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT
Volume 16, Issue 11, Pages 2029-2044Publisher
ROUTLEDGE JOURNALS, TAYLOR & FRANCIS LTD
DOI: 10.1080/09585190500314904
Keywords
interpersonal affect; performance appraisal; performance ratings; cross-cultural studies; bias in appraisals; US versus India
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The interpersonal affect, a like-dislike relationship between a supervisor and his/her subordinate, has traditionally been conceptualized as a soul-cc of bias ill performance appraisals. However, sonic researchers have argued that the interpersonal affect may not be a bias, especially where it develops as a result of past performance. Ill this field Study, using data from 190 supervisors in the US, and 113 Supervisors in India, we delineate the relationship between interpersonal affect and performance ratings. In both samples, interpersonal affect and performance level were found to have significant effects on performance ratings. Results from the US sample indicated that raters are able to separate their liking for a subordinate from actual performance when a ssigning performance ratings, Suggesting that the interpersonal affect does not operate as a bias in the appraisal process. Results from the Indian sample, however, Suggest that supervisors inflate ratings of low performers, Suggesting that local cultural norms may be operating as a moderator.
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