Advanced Search

Journal Navigation

Journal Home

Subscriptions

Archive

Contact Us

Table of Contents

Click here for more information on Marketing Management

Sign In to gain access to subscriptions and/or personal tools.
Group & Organization Management
This Article
Right arrow Full Text (PDF)
Right arrow References
Right arrow Alert me when this article is cited
Right arrow Alert me if a correction is posted
Right arrow Citation Map
Services
Right arrow Email this article to a friend
Right arrow Similar articles in this journal
Right arrow Similar articles in Web of Science
Right arrow Alert me to new issues of the journal
Right arrow Add to Saved Citations
Right arrow Download to citation manager
Right arrowRequest Permissions
Right arrow Request Reprints
Right arrow Add to My Marked Citations
Citing Articles
Right arrow Citing Articles via Web of Science (3)
Right arrow Citing Articles via Google Scholar
Right arrow Citing Articles via Scopus
Google Scholar
Right arrow Articles by Bamberger, P. A.
Right arrow Articles by Oref-Chen, T.
Right arrow Search for Related Content
Social Bookmarking
Add to CiteULike   Add to Complore   Add to Connotea   Add to Del.icio.us   Add to Digg   Add to Reddit   Add to Technorati   Add to Twitter  
What's this?

Peer Assessment, Individual Performance, and Contribution to Group Processes

The Impact of Rater Anonymity

Peter A. Bamberger

Technion—Israel Institute of Technology

Ido Erev

Technion—Israel Institute of Technology

Michal Kimmel

Technion—Israel Institute of Technology

Tali Oref-Chen

Technion—Israel Institute of Technology

Drawing from game theoretical research, we explore the degree to which rater anonymity affects consequences of peer assessment with respect to individual effectiveness and contribution to group processes. Using longitudinal data collected in a kibbutz-owned manufacturing facility in Israel, we found peer assessment to be associated with a general improvement of supervisory ratings of subordinates over time. More important, this improvement was found to be significantly greater among individuals working in departments assigned to a nonanonymity assessment condition relative to those assigned to an anonymous condition. The theoretical and practical implications of these findings are discussed.

Key Words: peer assessment • multisource feedback • game theory • performance evaluation • rater anonymity

Group & Organization Management, Vol. 30, No. 4, 344-377 (2005)
DOI: 10.1177/1059601104267619
Add to CiteULike CiteULike   Add to Complore Complore   Add to Connotea Connotea   Add to Del.icio.us Del.icio.us   Add to Digg Digg   Add to Reddit Reddit   Add to Technorati Technorati   Add to Twitter Twitter    What's this?