Description
This ®eld study provides evidence of the outcome eect in performance evaluations of managers in an organization.
Speci®cally, in a retail chain, subjective evaluations of store managers by their supervisors were negatively impacted by
unfavorable outcome knowledge. As expected, outcome determinants over which the managers have control in¯uence
their performance evaluations and environmental determinants of outcome over which they have no control do not
in¯uence their evaluations. However, unexpectedly, central management determinants of outcome over which the
managers have no control also in¯uence their evaluations.
doc_742306870.pdf
This ®eld study provides evidence of the outcome eect in performance evaluations of managers in an organization.
Speci®cally, in a retail chain, subjective evaluations of store managers by their supervisors were negatively impacted by
unfavorable outcome knowledge. As expected, outcome determinants over which the managers have control in¯uence
their performance evaluations and environmental determinants of outcome over which they have no control do not
in¯uence their evaluations. However, unexpectedly, central management determinants of outcome over which the
managers have no control also in¯uence their evaluations.
doc_742306870.pdf