Interrater agreement on employees' job performance: Review and directions

Abstract

This paper reviews the literature on interrater agreement in 360° feedback systems. Multirater performance appraisals, e.g., 360° feedback systems, have long been advocated as important mechanisms for enhancing individual and organizational performance. Our review of the empirical literature indicates that interrater agreement is a highly desired but not often accomplished goal in 360° feedback systems. A review of the assumptions concerning interrater agreement suggests avenues for the evolution of assessment scales used for development and evaluation in organizations.