Distorted Performance Rating Simulation

Distorted performance ratings are an unwanted common occurrence with most performance management systems (Aguinis, 2013). Since many performance management driven by people, distorted ratings whether inflated or deflated will oftentimes be the result of human intervention. This means that rating deflation is an intentional act on behalf of the person evaluating the employee achieve a certain agenda or goal (Wang,Wong & Kwong, 2010). The motivation of the rater to achieve a certain goal for the outcome of the performance evaluation ties directly with that individual’s motivated to deflated the performance rating (Murphy, Cleveland, Skattebo & Kinney, 2004). If the supervisor’s goal or intent is to disciple, force an employee to resign, or build a case to terminate an employee, the supervisor can use to the performance appraisal process as a tool. The supervisor will be motivated to deflate the scores of employees that feel like are poor performers and want to make the employee react through the performance management process will use rating deflation. Rater deflation can only be mitigated not completely prevented. One way to lessen the effect of ratings deflation is to set an overall performance evaluation goal (Kin Fai Ellick & Kwong, 2007). If the team’s goal is above average, the rater will try to
avoid severe rating deflation. Very low scores will cause the overall team average to be lower than average. Another solution is the evaluation or the approval of performance scores on by someone who is not the individual being evaluated direct manager. Dealing with an employee with poor performance on an ongoing basis may motivate the rater to deflate the rating to solve a performance issue rather than using training, coaching and feedback as a more viable solution.

Aguinis, H.
(2013). Performance management (3rd ed.). Boston, MA: Pearson

Kin Fai Ellick, W., & Kwong, J. Y. (2007). Effects of Rater Goals on Rating Patterns: Evidence From an Experimental Field Study. Journal Of Applied Psychology, 92(2), 577-585.

Murphy, K. R., Cleveland, J. N., Skattebo, A. L., & Kinney, T. B. (2004). Raters who pursue different goals give different ratings. Journal Of Applied Psychology, 89(1), 158-164. doi:10.1037/0021-9010.89.1.158

Wang, X. M., Wong, K. E., & Kwong, J. Y. (2010). The roles of rater goals and ratee performance levels in the distortion of performance ratings. Journal Of Applied Psychology, 95(3), 546-561.
doi:10.1037/a0018866