Effects of raters' stress on the dispersion and favorability of performance ratings

Article Abstract:

We tested effects of raters' stress on the favorability and dispersion of performance ratings. In all, 120 undergraduates completed either a stressful or an unstressful inbasket exercise, either before or after they saw a videotaped portrayal of a manager's job performance. Then they rated the manager on several performance dimensions. Ratings provided by participants who completed the stressful inbasket showed less dispersion across performance dimensions, but no differences on favorability. Whether participants were stressed before or after viewing the performance videotape made no significant difference in the favorability of dispersion of their ratings. This suggests that stressful experiences affect at least the retrieval stage of information processing and might affect the input stage as well. There was a significant interaction with individual differences in Type A pattern. In the unstressful condition, Type A scores were positively correlated with dispersion (r = .32 p is less than .05); in the stressful condition, the correlation was negative (r = -.15), but not statistically significant. (Reprinted by permission of the publisher.)

Performance, Evaluation, Stress (Physiology), Psychology, Applied, Applied psychology

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An alternative selection procedure: the low-fidelity simulation

Article Abstract:

From critical-incident analysis and judgments by subject-matter experts, a low-fidelity simulation was developed for selecting entry-level managers in the telecommunications industry. The simulation presents applicants with descriptions of work situations and five alternative responses for each situation. It asks them to select one response they would most likely make and one they would least likely make in each situation. In a sample of approximately 120 management incumbents, simulation scores correlated from .28 (p < .01) to .37 (p < .01) with supervisory ratings of performance. These results show that samples of even hypothetical work behavior can predict performance, without the props, equipment, or role players often required by high-fidelity simulations, such as work-sample test or assessment centers. (Reprinted by permission of the publisher.)

Methods, Simulation methods, Simulation, Employee selection, Employment tests

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