Journal of Strategic Human Resource Management

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The Effect of Multi-Rater Consensus on Performance Rating Accuracy


Affiliations
1 Ernest C. Trefz School of Business, University of Bridgeport, United States
     

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This study examined the extent that consensus affects performance rating accuracy. Participants (n=96) viewed a video depicting teams working on a problem-solving exercise. The ratees were evaluated on behaviours within three performance dimensions: verbal communication, collaboration, and decision making. Rating accuracy across three conditions (consensus, discussion without consensus, control) was calculated using Cronbach's (1955) accuracy indexes: elevation, differential elevation, stereotype accuracy, and differential accuracy. It was hypothesized that ratings provided by participants in the consensus condition would demonstrate the highest degree of accuracy. Findings in support of this hypothesis provided justification for use of consensus-driven multirater teams for performance evaluation. Moreover, organisations that incorporate a multi-rater strategy in the performance management process may consider a consensus approach rather than individual ratings submission to enhance accuracy.

Keywords

Employee, Performance, Evaluation, Appraisal, Rating, Accuracy.
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  • The Effect of Multi-Rater Consensus on Performance Rating Accuracy

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Authors

Carrie Ann Picardi
Ernest C. Trefz School of Business, University of Bridgeport, United States

Abstract


This study examined the extent that consensus affects performance rating accuracy. Participants (n=96) viewed a video depicting teams working on a problem-solving exercise. The ratees were evaluated on behaviours within three performance dimensions: verbal communication, collaboration, and decision making. Rating accuracy across three conditions (consensus, discussion without consensus, control) was calculated using Cronbach's (1955) accuracy indexes: elevation, differential elevation, stereotype accuracy, and differential accuracy. It was hypothesized that ratings provided by participants in the consensus condition would demonstrate the highest degree of accuracy. Findings in support of this hypothesis provided justification for use of consensus-driven multirater teams for performance evaluation. Moreover, organisations that incorporate a multi-rater strategy in the performance management process may consider a consensus approach rather than individual ratings submission to enhance accuracy.

Keywords


Employee, Performance, Evaluation, Appraisal, Rating, Accuracy.

References