Researchers have suggested that rater motives and the organizational context should be considered as sources of performance appraisal inaccuracies. A review of the performance appraisal literature revealed three primary non-performance factors that managers consider when rating employee performance: (a) Potential negative consequences of ratings, (b) organizational norms, and (c) the opportunity to advance self-interests. Using a policy- capturing methodology, the current study investigated if these three non-performance factors, as well as individual rater differences (e.g., conscientiousness, agreeableness, and perform- ance appraisal experience), influence performance ratings. A sample of 303 experienced managers rated the performance of a fictitious employee, featured in a series of hypothetical scenarios, in which the above information was manipulated. Using hierarchical linear modeling, the results revealed that each of the three non-performance related considerations accounted for variance incremental to objective employee performance. Managers’ perform- ance appraisal experience also predicted ratings, such that more experience was associated with lower ratings. These results provide support for the viewthat non-performance factors can be a substantive component of performance ratings.
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