A methodological and substantive note on the performance-cue effect in ratings of work-group behavior

Article Abstract:

According to research on the performance-cue effect in work ratings, knowledge that a group performed well or poorly can trigger raters' implicit theories, resulting in inaccurate judgments of the group's behavior. Unfortunately, because information concerning group performance has always been provided by the experimenter, it has been impossible to tell whether the performance-cue effect reflects the influence of participants' implicit theories or is simply an attempt to conform to the experimenter's belief. To test these 2 explanations, participants observed a work group without having received performance information and then completed evaluative and behavioral ratings of the group. Allowing participants to evaluate the group free of any externally provided performance information enabled participants to form independently generated impressions; thus, the demand characteristic problem was eliminated. Results indicated the performance-cue effect is not an artifact that it is likely due to a systematic response bias. (Reprinted by permission of the publisher.)

Work groups, Teamwork (Workplace), Employee performance appraisals, Performance appraisals

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Dynamic criteria and the measurement of change

Article Abstract:

The question of whether work performance criteria are dynamic has been addressed by applied psychologists for many years. Despite this attention, we have few definitive answers. This article provides both theoretical and methodological arguments for refocusing investigations into dynamic criteria toward the study of intraindividual change and interindividual differences in intraindividual change. A longitudinal sample of insurance sales personnel's performance is used to demonstrate that systematic time trends are present at the individual level and that there are interindividual differences in these change patterns. (Reprinted by permission of the publisher.)

Performance standards, Job performance standards, Individual differences, Individual differences (Psychology)

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