Article

Understanding self-perception accuracy: Implications for human resource management

  1. Francis J. Yammarino†,
  2. Leanne E. Atwater‡

Article first published online: 2 NOV 2006

DOI: 10.1002/hrm.3930320204

Issue

Human Resource Management

Human Resource Management

Special Issue: Special Issue on 360-Degree Feedback

Volume 32, Issue 2-3, pages 231–247, Summer - Autumn (Fall) 1993

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How to Cite

Yammarino, F. J. and Atwater, L. E. (1993), Understanding self-perception accuracy: Implications for human resource management. Hum. Resour. Manage., 32: 231–247. doi: 10.1002/hrm.3930320204

Author Information

  1. †

    Received a Ph.D. in Organizational Behavior from the State University of New York at Buffalo. His current positions are Associate Professor of Management and Fellow of the Center for Leadership Studies at the State University of New York at Binghamton. He is the Senior Editor of the Leadership Quarterly, and his research interests include superior–subordinate relationships and multiple levels of analysis issues.

  2. ‡

    Received a Ph.D. in Organizational Psychology from Claremont Graduate School. She spent three years as an Assistant Professor of Leadership at the U.S. Naval Academy before joining the Management faculty at the State University of New York at Binghamton. At Binghamton she holds a position as Assistant Professor and is also a Fellow of the Center for Leadership Studies. She has published in the areas of leadership, supervision, power, and individual differences.

Publication History

  1. Issue published online: 2 NOV 2006
  2. Article first published online: 2 NOV 2006

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Abstract

A conceptual model of self-perception accuracy is developed, and its managerial and research implications for human resources management are discussed. The model is based on a series of studies designed to enhance understanding of self–other agreement and the accuracy of self-perception. Accuracy is defined as the degree of agreement between self-and other-evaluations/ratings. In this framework, “other-ratings” may be provided by subordinates, peers, superiors, or customers/clients, so that self–other agreement includes the entire 360-degree range of feedback sources available to a focal individual. The evaluations/ratings may concern any of the key areas in personnel and human resource management such as training needs assessment, performance appraisal, or leadership behaviors. The model posits enhanced individual and organizational outcomes when self-perception is accurate and diminished or mixed outcomes when self-perception is inflated or deflated, respectively. © 1993 by John Wiley & Sons, Inc.

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