title: Interrater agreement on employees' job performance: review and directions.
abstract: This paper reviews the literature on interrater agreement in 360 degree feedback systems. Multirater performance appraisals, e.g., 360 degree feedback systems, have long been advocated as important mechanisms for enhancing individual and organizational performance. Our review of the empirical literature indicates that interrater agreement is a highly desired but not often accomplished goal in 360 degree feedback systems. A revicw of the assumptions concerning interrater agreement suggests avenues for the evolution of assessment scales used for development and evaluation in organizations.
authors.affiliation: Department of Business Administration, Love School of Business, Elon University, NC 27244, USA. mvalle@elon.edu
authors.forename: Matthew
authors.initials: M
authors.lastname: Valle
authors.forename: Dennis P
authors.initials: DP
authors.lastname: Bozeman
mesh_terms: D004650:Employee Performance Appraisal / Q000706:statistics & numerical data*; D004651:Employment; D006801:Humans; D015588:Observer Variation