DOI: 10.5176/2251-2449_HRM&PD12.51
Authors: Kent Wickstrøm Jensen, Torben Andersen
Abstract: This paper focuses on how individuals’ network position influences their self-assessment compared to the supervisors’ evaluation of task performance. Structural characteristics of individuals’ network positions put differential constraint on their ability to influence others, by their opinions and their ability to acquire feedback and information for social comparison. As these processes affect the accuracy of individuals’ perceptions of norms and standards for performance, they will have an effect on the extent to which individuals over- or underestimate own performance relative to supervisor evaluations. In the paper we investigate the effect of centrality, cohesion, hierarchy and range of individuals’ advice networks on the gap between self- and supervisor assessments. Based on a study of 116 tasks performed by participants in four product development projects, it is shown that project participants, relying on relative few in their network (i.e. have a high degree of hierarchy in their personal advice networks), will tend to show lower self-confidence in their evaluations of own task performance and will rate their own performance lower than the assessments evaluated by supervisors.
Keywords: component; social network structures, performance assessment, rater-ratee.
Updating...