Implicit stress theory: an experimental examination of subjective performance information on employee evaluations

Article Abstract:

Two experiments were conducted to determine the extent to which Implicit Stress Theory influences employee performance evaluations. The theory suggests that the evaluators form assumptions about an individual's work performance based on their knowledge of demands and stress inherent in a job. The results showed that the raters were biased in assuming that employees in a high-stress job were more effective, committed and burned out than their counterparts in low-stress jobs.

Stress (Psychology)

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How do I like thee? Let me appraise the ways

Article Abstract:

Employees who have high-quality relationships with their supervisors (leader-member exchange, or LMX) receive better performance ratings than low-LMX employees, even low-LMX employees who perform better on objective tests. Results of a study of 367 telephone company employees showed especially pronounced variations for employees with objectively low performance ratings: high-LMX employees still received high ratings from their supervisors, while low-LMX employees did not.

Noncommercial research organizations

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Effects of coworker information on perceptions and ratings of performance

Article Abstract:

The impact of performance information from fellow workers on employees' rating of performance is examined in detail, in terms of how seriously it is seen and whether it changes views.

Business Personnel Management, Human resource management, Employee morale

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