Personnel managers and researchers invest a great deal of time and effort in minimising performance appraisal errors. Until recently, these efforts concentrated on improving the design, implementation and the monitoring of appraisal instruments, producing only minimal improvement in the accuracy of performance appraisal. It would seem that focusing on appraisal instruments was somewhat misleading as it often resulted in neglecting the impact of other relevant variables — especially rater's characteristics — on appraisal errors. This study investigates the amount and type of impact that leadership style and other rater characteristics have on appraisal errors. Its findings may lead to a better understanding of errors in performance appraisal, understanding of which is required for gaining additional appraisal accuracy.
|Number of pages||6|
|State||Published - 1 Jan 1989|