The role of interpersonal affective regard in supervisory performance ratings: A literature review and proposed causal model

By J. Lefkowitz. 2000

232 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/2df04eafc8f0497d616dbac4adaa5df9e12c19fb

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In Organizational Behavior and Human Resource Management

In Sociology and Political Science

Citations in the corpus

Person–organization fit, OCB and performance appraisal: Evidence from matched supervisor–salesperson data set in a Spanish context☆ (2008, background): “…review reveals that supervisors' positive regard for subordinates is frequently associated with higher performance appraisal ratings, and with other findings such as a greater halo, increased accuracy, a better interpersonal relationship and a reluctance to punish bad performance (Lefkowitz, 2000).”
Employees' Perception of Performance Appraisal System: A Case Study (2012, background): “A general definition of affect involves liking or positive regard for one’s subordinate (Lefkowitz, 2000).”
Age effects on the employability-career success relationship (2009, background): “It might be that self-ratings reflect a relatively more differentiated evaluation, while the supervisor ratings, both within and across sub scales, might be more accommodated to one another, due to, for instance, the ‘halo effect’ ((the degree of (dis)liking of the ratee)) (Lefkowitz, 2000).”
What you are is what you like—similarity biases in venture capitalists' evaluations of start-up teams (2006, background): “Perceived similarity causes an affective reaction (i.e., interpersonal attraction) which in turn impacts the evaluative response (see Lefkowitz 2000 for an overview of empirical research supporting this notion).”
The Social Context of Performance Appraisal: A Review and Framework for the Future (2004, background): “Lefkowitz (2000)conducted a thorough and important review of affective regard and performance appraisal, finding over 20 studies in all and about 13 between 1990 and 1998.”
INTERACTION AND INTERSECTION: THE CONSTELLATION OF EMOTIONAL STABILITY AND EXTRAVERSION IN PREDICTING PERFORMANCE (2007, background): “…then they should receive higher performance ratings both directly (where supervisory affect toward an employee may spill over unto their ratings; Lefkowitz, 2000) and indirectly (employees who are likeable in the eyes of customers and coworkers may capitalize on this goodwill in ways that…”
Performance appraisal satisfaction and employee outcomes: mediating and moderating roles of work motivation (2006, background): “Thus, both practice and research have moved away from a narrow focus on psychometric and evaluation issues to developmental PA (e.g., Fletcher, 2001; Lefkowitz, 2000; Levy and Williams, 2004; Waal, 2003), which may be defined as any effort concerned with enriching attitudes, experiences, and skills ”
An examination of the multidimensionality of supervisor and subordinate perceptions of leader-member exchange (2006, unknown): “Bates, 2002; Ferris, Judge, Rowland, & Fitzgibbons, 1994; Lefkowitz, 2000; Murphy & Cleveland, 1995; Tsui & Barry, 1986; Wayne & Ferris, 1990).”
Are you really doing good things in your boss's eyes? Interactive effects of employee innovative work behavior and leader–member exchange on supervisory performance ratings (2018, background): “However, as noted earlier, perceptions of employee behaviors may also be influenced by the social context in which these behaviors occur (Ferris et al., 2008; Lefkowitz, 2000).”
Effects of performance appraisal politics on job satisfaction and turnover intention (2004, background): “…for explaining the quality of appraisals, the call for greater emphasis on social and contextual factors in performance appraisal research (Bretz et al., 1992; Ilgen et al., 1993) has led more researchers in recent years to consider affective, motivational, and political factors (Lefkowitz, 2000).”
Social Networks, Cognitive Style, and Innovative Performance: A Contingency Perspective (2015, background): “As supervisors’ ratings might be affected by their relations with the employees they are rating (Lefkowitz, 2000), we introduced two further control variables to account for this possibility.”
Performance appraisal and management: The developing research agenda (2001, background): “However, Lefkowitz (2000) identi ed a range of conceptual and methodological problems in studies on liking as an in uence on PA, such as the failure to take account of the duration of the relationship, and concluded that it is not justi ed to assume either that liking re ects bias or that it simply…”
An investigation of personality similarity effects (relational and perceived) on peer and supervisor ratings and the role of familiarity and liking (2001, background): “Further, Byrne (1971) and Lefkowitz (2000) suggest that an aVective response mediates the relationship between similarity and evaluative responses.”
Individual- and organizational-level consequences of organizational citizenship behaviors: A meta-analysis. (2009, background): “Finally, Lefkowitz (2000) has argued that managers like employees who exhibit OCBs, and that this liking subsequently influences the manager's performance ratings and reward allocation decisions.”