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dc.contributor.authorJudge, Timothy A.
dc.contributor.authorFerris, Gerald R.
dc.date.accessioned2020-11-25T14:53:19Z
dc.date.available2020-11-25T14:53:19Z
dc.date.issued1991-11-12
dc.identifier.other172972
dc.identifier.urihttps://hdl.handle.net/1813/77235
dc.description.abstract"The effects of social and situational influences on the performance rating process has received relatively little attention by past research, yet merits increased attention. While there has been greater acknowledgment of the role of social and situational factors on rater cognition and evaluation, research has typically proceeded in a piecemeal fashion, isolating on a single influence at a time. This approach fails to recognize that performance rating is a process with multiple social and situational influences that need to be considered simultaneously. In the present study, a model of the performance rating process was tested, employing several social and situational variables that have been infrequently investigated and typically not in conjunction with one another. Results indicated support for the overall model and specific influences within the model. Implications of the results for performance rating research are discussed."
dc.language.isoen_US
dc.subjectCAHRS
dc.subjectILR
dc.subjectcenter
dc.subjecthuman resource
dc.subjectjob
dc.subjectworker
dc.subjectadvanced
dc.subjectlabor market
dc.subjectsatisfaction
dc.subjectemployee
dc.subjectwork
dc.subjectmanage
dc.subjectmanagement
dc.subjecttraining
dc.subjectHRM
dc.subjectemploy
dc.subjectmodel
dc.subjectindustrial relations
dc.subjectperformance rating
dc.subjectevaluation
dc.titleSocial and Situational Influences on the Performance Rating Process
dc.typepreprint
dc.description.legacydownloads91_31_Social_and_Situational.pdf: 1969 downloads, before Oct. 1, 2020.
local.authorAffiliationJudge, Timothy A.: Cornell University
local.authorAffiliationFerris, Gerald R.: University of Illinois at Urbana-Champaign


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