Effects of Congruence of Rater and Ratee Goals on Performance Appraisal
This project explores the role of goal congruence on the evaluation of team leaders. Ten evaluators rated the behaviors of 30 team leaders on a group manufacturing task. Evaluators and team leaders were assigned one of two goals that focused their activities (leading or rating) on either performance or motivation oriented goals. Raters and leaders were considered congruent, as opposed to incongruent, in conditions where both shared the same goal. It was predicted that conditions of goal congruence would produce higher ratings of leader effectiveness and would result in stronger agreement between ratings and objective criteria. Findings indicated that goal congruence did not affect either the magnitude of ratings or the agreement of evaluators' ratings with criteria. Discussion addresses the importance of this unexplored area of research and offers potential explanations for failing to support proposed hypotheses.
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