Accountability in a Performance Appraisal Context: The Effect of Audience and Form of Accounting on Rater Response and Behavior

By Neal P. Mero, Rebecca Guidice, Amy L. Brownlee. 2007

124 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/240ece028b1b2919f73a6ada4468657e90a487ef

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In Organizational Behavior and Human Resource Management

In Social Psychology

In Sociology and Political Science

Citations in the corpus

A Field Study of the Antecedents and Performance Consequences of Perceived Accountability (2014, background): “For example, Mero et al. (2007) found that individuals accountable to a supervisory audience made more accurate rating decisions than individuals who were told they would be accountable to the ratee and those not held accountable.”
Assessing Teamwork Skills for Assurance of Learning Using CATME Team Tools (2014, background): “…& Moser, 2009; Inderrieden, Allen, & Keaveny, 2004) and teammates sometimes assign higher peer ratings than warranted due to social pressures (Mero et al., 2007; Saavedra & Kwun, 1993), analyzing some of the optional team-level variables can provide data about whether teams that include a…”
Accountability and Extra-Role Behavior (2011, background): “In these studies, the subjects (often undergraduate students) participate in an experiment in which one group is held accountable (i.e., must explain their courses of action) and one group is not (e.g., Adelberg and Batson 1978; Mero et al. 2007; Weigold and Schlenker 1991).”
The Comprehensive Assessment of Team Member Effectiveness: Development of a Behaviorally Anchored Rating Scale for Self and Peer Evaluation (2012, background): “The audience to whom a rater feels accountable has a big impact on rating patterns (Mero et al., 2007).”
Politics as a Moderator of the Accountability—Job Satisfaction Relationship: Evidence Across Three Studies (2009, background): “Feedback seeking has been conceptualized as an impression management tactic (Morrison & Bies, 1991), thus indicating a potential interaction with both organizational politics perceptions and accountability (Mero et al., 2007).”
Combatting gender discrimination: A lack of fit framework (2018, background): “Asking decision makers to justify their decisions to supervisors, peers, subordinates, or upper management fuels the motivation to be accurate so that they appear not only fair-minded but also competent and reliable (Mero et al., 2007).”