Abstract
This paper extends current knowledge on the use of performance evaluations in organizations by investigating the influence of self-construal on rater self-efficacy. Results from a survey completed by 105 experienced managers indicate that independent self-construal is related to various dimensions of rater self-efficacy. Moreover, experience with appraisals was found to moderate these relationships. The implications of these findings for the research and the practice of performance appraisal are discussed.
Acknowledgement
This research was supported by grant #410-2006-1484 from the Social Sciences and Humanities Research Council of Canada.