The Effects of Feedback to Raters on Subsequent Performance Ratings

Performance evaluations are often of critical. importance in an organization\u27s decisions concerning compensation, training, promotion, and termination. Although the area of performance appraisal has been researched extensively, a gap in the literature appears to remain. No published research has explored how the favorability of feedback individuals receive on their own performance will affect the favorability of subsequent ratings they give to others. This gap is critical considering that this type of feedback chain is common in the work place. The purpose of the present study was to assess the effects of feedback (positive, average, or negative) on the mean rating given by participants to a standardized example of ratee performance. Mood and self perception were tested as mediators of the feedback received--ratings-of-others relationship. Participants were 57 male and 86 female students (N = 149) recruited from undergraduate psychology classes at Portland State University. Participants created advertising display boards and then received feedback on their displays. Participants then rated the display board of another individual. Among those who accepted the feedback, an ANOVA revealed significant differences among the three feedback groups on ratings of others (2 \u3c .01). As expected, participants in the positive feedback condition rated others significantly higher than the average feedback group rated others (2 \u3c .01), and the average feedback group rated others significantly higher than the negative feedback group did (2 \u3c .01). Path analysis was conducted to test the mediating effects of mood and self-ratings in this relationship. The path suggested a different, better fitting model in which mood and self-ratings did not act as mediators; instead, feedback had a direct effect on ratings-of-others, mood and self-ratings. An explanation of the results in terms of theory and implications for both research and practice were discussed