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The purpose of this paper is to address the subjectivity inherent in existing methods of human capital value measurement (HCVM) by proposing a 360‐degree peer review as a method of validating self‐reporting in HCVM surveys.

The case study is based on a survey of a section of the Royal Australian Navy. The sample was 118 respondents, who were mainly engineering and technical workers, and included both civilian and uniform.

The research may be summarised in three main findings. First, it confirms previous research demonstrating that correlations between self‐ and other‐ratings tend to be low. However, while previous research has found that self‐rating tends to be higher than other‐rating, it was found to be the opposite: other‐rating was higher than self‐rating. Second, personality is discounted as an influencing variable in self‐rating of knowledge. Third, there are patterns in the size of the discrepancy by knowledge dimension (i.e. employee capability, employee sustainability) that allow generalisation about the adjustment necessary to find an accurate self‐other rating of knowledge.

The findings are based on a single case study and are therefore an exercise in theory development rather than theory testing.

The 360‐degree peer review rating of knowledge has considerable application. First, use the outcomes in the way 360‐degree feedback has been traditionally used; i.e. identifying training needs assessment, job analysis, performance appraisal, or managerial and leadership development. Second, use it for performance appraisal – given the method's capacity to identify issues at a very finite level: e.g. are you building effective relationships with customers? Third, identify knowledge gaps, at a strategic level, for recruitment and development targets. Finally, in terms of financial decisions investors might be able to compare knowledge scores by organization.

Traditionally, researchers and practitioners have used other‐ratings as a tool for identifying training and development needs. In this paper, other‐ratings have been introduced as a method for validating self‐rating in the measurement of knowledge. The objective was to address one of the weaknesses in existing methods – subjectivity. The solution to this problem was to use three data points – self‐reporting, 360‐degree peer review, and personality ratings – to validate the measurement of individuals’ human capital. This triangulation method aims to introduce objectivity to survey methods, making it a value measurement rather than value assessment.

The purpose of this paper is to examine relationships between a priori‐chosen personality traits and the tendency for a manager to rate his/her job performance more favourably than well‐acquainted superiors, peers, and subordinates do.

The job performance of 204 managers was evaluated using multi‐source (i.e. 360E) ratings (self, subordinates, peers, and superiors). Managers also completed personality measures. Relationships between managers' personality and the tendency for managers to rate their own job performance higher than subordinates, peers, and superiors did were analyzed using advanced regression techniques.

The paper finds that self‐superior and self‐peer disagreement in performance ratings (i.e. self‐rating inflation) was associated with high Achievement and high Self‐Esteem. Additionally, self‐superior disagreement (i.e. self‐rating deflation) was associated with high Anxiety. Self‐subordinate disagreement was not associated with self‐rater personality.

The paper studied a single sample of financial services managers. Generalization requires cross‐validation with other occupational groups and organizations.

Human resources professionals should be informed that self‐superior and self‐peer disagreement (i.e. self‐rating inflation) in multi‐source job performance ratings is potentially beneficial because it is associated with personality traits that can facilitate positive responses to feedback. Peers and superiors should therefore not inflate their ratings of managers in an effort to reduce self‐superior and self‐peer disagreement in ratings.

This study improved upon most previous investigations of this topic by using a field setting, considering a wider range of personality variables, using 360( job performance ratings (self‐, supervisor‐, peer‐, and subordinate‐ratings) rather than just a subset of these rating sources, and employing superior statistical procedures.

The aim of this paper is to assess the validity of the self-enhancement tactician perspective, which proposes that workers inflate their self-ratings regardless of their national culture, while exploring the nature of self-ratings in Mexico.

Structural equation modeling and t tests were applied to data collected from a sample of 300 employees randomly selected from a manufacturing company in Mexico. The data collected include self-performance ratings, employees’ expected evaluations from supervisors, evaluations by supervisors and a pay-per-performance measure.

The results provide general support to the self-enhancement tactician model, showing that self-rating is inflated and that supervisory rating constitutes the best predictor of employees’ performance.

Based on previous research findings, it was presumed that Mexican workers participating in this investigation reflected collectivistic-oriented traits. Future research projects investigating the universality of the self-enhancing tactician model may strengthen the validity of the results by including an independent measure of culture. People living in a predominantly collectivistic society are not necessarily collectivists.

When self-ratings and supervisory ratings were compared to the objective measure of performance, supervisory ratings emerged as the most reliable and reasonable predictor. This finding may assist practitioners as they try to make strategic decisions regarding the evaluation of employees’ performance.

The unique comparison of self-ratings and supervisor ratings with an objective measure of performance constitutes one significant element in this investigation. The findings encourage future research efforts and particular performance evaluation practices.

This study investigates one aspect of the multi‐source feedback process: the agreement between self‐ratings and coworker ratings of workplace behavior. Moderators of rating agreement (i.e., number of years that the coworker had known the employee, trustworthiness of the employee, and country status) are carefully examined. Eighty‐six Russian employee‐coworker dyads, 99 Polish dyads, and 95 U.S. dyads from more than 225 organizations participated. Regression results indicate that rating agreement was higher when the Polish and U.S. coworker knew the target employee a shorter period of time and when the Polish, Russian, and U.S. target employee was considered trustworthy.

Self-report questionnaires are the predominant method used in human resource management (HRM) research to assess employees’ work-related psychological constructs (e.g., processes, states, and attributes). However, this method is associated with significant shortcomings, including the introduction of self-serving bias and common method variance when used exclusively. In this chapter, the authors challenge the assumption that individuals themselves are the only accurate source of the self-focused information collected in HRM research. Instead, the authors propose that other-ratings – ratings of a target individual that are provided by a workplace observer, such as a coworker, supervisor, or subordinate – can accurately assess commonly measured work-related psychological constructs. The authors begin by explaining the advantages of other-ratings for HRM research and practice, reviewing the history of other-ratings and how they emerged in the personality and person-perception literature, and outlining how they have been used in HRM research to date. Then, the authors build upon Funder’s (1995) realistic accuracy model to develop a theoretical argument detailing why workplace others should be able to accurately judge how another employee thinks and feels about work. Next, the authors highlight existing evidence in the literature on the accuracy of other-ratings and present the results of a preliminary meta-analysis on the ability of other-ratings to predict self-ratings of work-related psychological constructs. Finally, the authors discuss potential moderators of other-rating accuracy and reflect on a number of practical considerations for researchers looking to use other-ratings in their own work. The authors intend for this chapter to meaningfully contribute to the larger conversation on HRM research methods. Other-ratings are a simple, yet powerful, addition to the methodological toolkit of HRM researchers that can increase flexibility in research design and improve the overall quality of research.

This study aims to examine whether the internal locus of control, self-esteem and leadership self-efficacy can predict differences in self–other rating agreement on leader effectiveness. First, the authors predicted that the greater the internal locus of a leader the more their self-rating will be in agreement with others' rating of them (1a). Second, the authors proposed that the greater the self-esteem of a leader the more their self-rating will be in discrepancy with others' rating (1b). Third, the authors hypothesized that the greater the self-efficacy of a leader the more their self-rating will be in agreement with others' rating (1c).

To test the hypotheses, multisource data were collected from 128 banking leaders (who responded about different aspects of leadership self-efficacy, internal locus of control, self-esteem and leadership effectiveness) and 344 subordinates (who rated their leaders' effectiveness in performing leadership tasks).Multivariate regression was performed by jointly regressing both leaders' self-ratings and subordinates' ratings as a dependent variable on internal locus of control, self-esteem and leadership self-efficacy as predictor variables.

Self-esteem of a leader the more their self-rating will be in discrepancy with others' ratings.

The study tried to investigate the leader-subordinate dis(agreement) on leaders’ effectiveness taking banking leaders in the Ethiopian Context. The finding of the results is crucial and important for leadership development programs.

This study was conducted on children and adolescents from the three tribal cultures from Northern Tanzania: the Hadza, the Datoga and the Iraqw. The comparative data on aggression and conflict management skills were measured at Endomaga Boarding School, Lake Eyasi, Mangola in Northern Tanzania, in 2005‐2006. The final sample included 219 children, ranging from 7 to 20 years of age. No sex differences were found in self‐ratings or frequency of occurrence of physical, verbal and indirect aggression in Iraqw children and adolescents, or in self‐ratings in Hadza. Hadza boys reported a higher occurrence of physical and indirect aggression during the previous week compared to girls. No differences between the sexes were found in constructive conflict resolution and third‐party interventions practiced by Iraqw and Datoga children and self‐ratings in Hadza. Hadza boys reported a higher frequency of constructive conflict resolution and third‐party interventions compared to girls. Significant sexual dimorphism on the 2D:4D ratio was found for our African sample. A significant negative correlation between the right hand 2D:4D ratio and ratings on physical aggression was found for the girls. The girls with the lowest finger index estimated themselves as more verbally aggressive, compared to girls with a medium 2D:4D ratio.

Empirical tests of Hersey and Blanchard’s situational leadership theory (SLT) have demonstrated that the assessment of follower competence and commitment, critical contextual features dictating optimal leadership style, poses several problems in testing the validity of this theory. As well, most previous studies have used leader rating as the only information source in making these assessments. The purpose of this paper is to use the degree of agreement between leader rating and follower self-rating to determine follower competence and commitment, and consequently an optimal leadership style.

Survey data collected from both supervisors and employees in business organizations in Norway were analyzed to test the predictions put forward in SLT.

The results show that SLT principles are supported when leader rating and follower self-rating are congruent. However, no support was obtained for Blanchard’s suggestion to apply followers’ self-ratings of competence and commitment in the case of discrepant ratings of follower development level. But data do support the contention that leader assessment would be a better basis for providing followers with appropriate direction and support.

So far SLT has been a very popular but as yet under-researched theory. An important contribution of the present study is by making SLT an evidence-based theory, as opposed to just being intuitively sound. As such, the authors think SLT in an updated “convergent” version should be applied in organizations and taught in leadership development programs.

With almost half of college undergraduates engaging in friends with benefits relationships (FWBRs), the current study sought to explore the sexual decision making strategies and potential physical and psychological health outcomes behind these relationships.

Using self-report measures, Study 1 asked 207 undergraduates to rate the importance of motivations, maintenance rules, and future outcomes of FWBRs in their own personal experience and for other men and women. Study 2 sampled 142 undergraduate women who were asked to indicate the percentage of time they engaged in sexual behavior under the influence of alcohol or marijuana and the frequency with which they used safe sex practices in an FWBR.

Both genders appeared equally motivated to begin an FWBR; however women reported establishing permanence rules and avoiding over-attachment in the relationship as significantly more important than men. Men were more likely to prefer that the FWBR remain unchanged, however both genders agreed that a transition to a committed relationship was unlikely. Alcohol use was not significantly more prevalent in an FWBR, nor was the likelihood of practicing safe sex.

Both studies employed the use of self-report surveys from a single university and were subject to social desirability.

Quantitatively examining young adults’ reasoning behind choosing to engage in FWBRs provided insight into their overarching fear of “being hurt” and their preference for “easy access” to sexual experiences. These trends may suggest a shift in dating patterns and a preference for avoiding the emotional complexities of a committed, monogamous relationship.

Recent investigations on multi‐source feedback have focused on rating congruence. The extent to which self ratings are in agreement with the ratings of others has been linked to various individual outcomes such as derailment, likelihood of promotion and overall managerial effectiveness. This study takes this line of investigation one step further and investigates possible determinants of rating congruence. Using a series of regression analyses, various demographic and personality variables are shown to predict the extent to which self ratings converge with the ratings of supervisors, peers, and subordinates. Moreover, some of these predictors were found to be specific to congruence within specific rating dyads (e.g. self‐supervisor). The implications of these findings are discussed.