Date of Award

5-2012

Document Type

Dissertation

Degree Name

Doctor of Philosophy (PhD)

Legacy Department

Industrial and Organizational Psychology

Advisor

Switzer, III, Fred S.

Committee Member

Taylor , Mary Anne

Committee Member

Cantalupo , Claudio

Committee Member

Cheatham , Harold E.

Abstract

The purpose of the present study was to assess the effects of accountability on leniency reduction on self- and peer ratings on team-based performance appraisals when they were used for different purposes (developmental versus evaluative purposes). Accountability was operationalized as participants being told they would have to justify their self- and peer ratings of team behaviors to a local nuclear process control plant supervisor (lab study) or to their professors (field study). In the lab study, purpose was operationalized as participants being told that they would have to complete the Team Behaviors Form (TBF) to receive course credit. In the field study, purpose was operationalized as participants reading (on the TBF) that their ratings would count toward their own and peers' final grade. The results provided partial support for the proposed hypothesis that accountability may help in reducing leniency in team-based performance appraisals and offers evidence for the potential effects of purpose in team performance appraisals. Implications of these results, limitations, and ideas for future research are discussed.

Included in

Psychology Commons

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