The effect of other orientation on self–supervisor rating agreement
Version of Record online: 28 SEP 2004
Copyright © 2004 John Wiley & Sons, Ltd.
Journal of Organizational Behavior
Volume 25, Issue 7, pages 873–891, November 2004
How to Cite
Korsgaard, M. A., Meglino, B. M. and Lester, S. W. (2004), The effect of other orientation on self–supervisor rating agreement. J. Organiz. Behav., 25: 873–891. doi: 10.1002/job.282
- Issue online: 28 SEP 2004
- Version of Record online: 28 SEP 2004
- Manuscript Accepted: 1 JUN 2004
- Manuscript Received: 19 DEC 2003
Employees generally rate their performance more favorably than do their supervisors, which can lead to conflict and poor job performance. However, comparative international research indicates that persons from other-oriented collectivist cultures are less self-enhancing, suggesting that other-oriented employees will exhibit greater agreement with ratings provided by their supervisors. We examined the effect of subordinates' other orientation on self-supervisor performance rating agreement. Consistent with cultural expectations, self-ratings of other-oriented subordinates showed greater agreement with ratings provided by their supervisors and less leniency relative to their supervisors' evaluations. These findings have implications for understanding how employees in different professions, organizations, and cultures utilize feedback from their supervisors. Copyright © 2004 John Wiley & Sons, Ltd.