In 360-degree performance review programs, personnel evaluations are collected anony- mously from employees knowing the manager being evaluated (superiors, subordinates, and coworkers). These are tabulated and a consensus summary is provided to the manager.
Each manager being evaluated also does a self-evaluation, and this is used to benchmark how closely the manager and the coworkers' assessments match. About one-third of the managers match their coworkers, one-third have an inflated view, and one-third rate themselves lower. Those who overrate themselves tend to be judged "least effective" as perceived by their coemployees. However, these overraters are more common higher up in the organization.18
a. What does the breakdown of three one-thirds indicate?
b. Offer some plausible explanation of why overraters are higher up in the organization.