We investigated the effects of leader-member exchange (LMX) differentiation on individual and group performance with a sample of 120 work groups consisting of 834 employees who represented six different organizations. LMX differentiation was defined as the degree of variability in the quality of LMX
Peer Appraisals: Differentiation of Individual Performance on Group Tasks
β Scribed by John A. Drexler Jr.; Terry A. Beehr; Thomas A. Stetz
- Publisher
- John Wiley and Sons
- Year
- 2001
- Tongue
- English
- Weight
- 118 KB
- Volume
- 40
- Category
- Article
- ISSN
- 0090-4848
- DOI
- 10.1002/hrm.1023
No coin nor oath required. For personal study only.
β¦ Synopsis
Abstract
The use of peer appraisals has been widely acclaimed, but how useful are they really? Student groups made
nonβanonymous ratings of peer performance on two group tasks, and the ratings contributed to the
students' course grades. Groups differentiated very little among peers in their performance ratings.
Individuals in nonβdifferentiating groups reported more positive distributive and procedural justice,
satisfaction, and turnover intent than did individuals in differentiating groups. In differentiating groups, no
differences in attitudes were found between individuals who were differentially rewarded or penalized for their
performance. Implications for peer appraisal practice and future research are discussed. Β© 2001 John Wiley
& Sons, Inc.
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