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Why other-ratings often more predictive of job performance


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The present findings offer new insights into why other-ratings are often more predictive of job performance than self-ratings. For a long time, researchers have examined the validities of different types of other-ratings (Connelly & Ones, 2010; Oh et al., 2011), and two main explanations for other-ratings' superiority have been put forward. The first explanation is that self-perceptions are often clouded by impression management and lack of self-insight, whereas others can more clearly ascertain the target person's positive and negative characteristics. The second explanation is that specific other-ratings (such as ratings from work colleagues) are better at predicting job performance because they know the target person from a context that is closely aligned with the criterion (i.e., the work space) and therefore have a narrower, more criterion-relevant scope in their perception of the target person (see Connelly & Hülsheger, 2012). Findings from the present study provided insights into this question, because we examined how other-ratings from different contexts relate to job performance. We found that validities for friends' ratings were relatively low as compared to AC ratings. This speaks for the assumption that other-raters who know the target person from a work-related context (i.e., assessors or work colleagues) are likely to be better at predicting job performance because they have a clear work-related frame of reference. Need Assignment Help?

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Other Subject: Why other-ratings often more predictive of job performance
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