Portland State University. Department of Psychology
Dr. Milton Davis
Date of Publication
Master of Science (M.S.) in Psychology
Employees -- Rating of
1 online resource (81 p.)
This study was an attempt to gain insight into differing conceptions of job performance and job performance factors held by supervisors, employees in general, and of employees rated high and low on overall job performance by their supervisors. The discrepancy in the perceptions of job performance is an element in a general pattern of a well-documented discrepancy in the perception of subordinates’ wants, needs and desires by superiors.
To assess employees’ perceptions about their own job performance, self-ratings were taken, along with estimate ratings of how employees thought their supervisors would rate them. A graphic rating scale was used, Format III, with seven job performance factors; Ability to work with others, Amount of work done, Quality of work done, Leadership potential, Ability to do complicated jobs, Ability to work with minimum supervision, Conscientiousness, and an eight scale, Overall Performance. Subjects were 78 female assembly workers along with their eight immediate male supervisors.
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McGowan, Harvey Edward, "Differences Between Supervisor and High and Low-Rated Employees' Perceptions of Job Performance Ratings and Importance of Job Factors" (1974). Dissertations and Theses. Paper 2052.