Individual differences in preferences for social-comparative performance ratings

Kabir N Daljeet, Benjamin Moon, Richard D Goffin (2024)

Current Psychology, 43, 6876–6889

https://doi.org/10.1007/s12144-023-04847-z

ABSTRACT

Despite extant research demonstrating the validity and utility of social-comparative performance ratings, few organizations make use of them. Little is known about what kinds of individuals may be interested in working for a company that uses social-comparative performance evaluations. The study aimed to identify whether some applicants would demonstrate a preference for social-comparative performance ratings over traditional absolute performance ratings, and to identify individual differences that relate to these preferences. A total of 145 participants were presented with a vignette and asked to indicate whether they would prefer to work for a company that used a social-comparative performance management system or a traditional absolute performance management system. We found that individuals who were high on Social Comparison Orientation, Self-Efficacy, and two narrow facets of Conscientiousness (i.e., Diligence and Organization) preferred a social-comparative performance management system over an absolute performance management system. Details and implications associated with these findings are discussed.