Conscious rating distortion in performance appraisal: A review, commentary, and proposed framework for research

The current paper focuses on the literature examining the notion that managers rate their employees with motives other than accuracy, a phenomenon we label conscious rating distortion. We review this literature and attempt to clarify it by placing rating distortion within the framework of regulatory focus theory (Higgins, 1997). We also consider the role of accuracy in performance appraisal and performance management and suggest that accuracy can be viewed as a means of achieving one or more of three desired goals on the part of raters: (1) achieving/maintaining a positive relationship with a subordinate, (2) achieving/maintaining a positive image of themselves and their workgroup, and (3) achieving/maintaining behavior that is supportive of organizational norms/goals. Finally, we briefly apply regulatory focus theory to the study of performance ratings, and suggest that this theory be further applied to research in the areas of performance appraisal and performance management more generally.