(2) An often-noted problem with performance appraisals, especially those involving superiors’ ratings of subordinates, is that ratings are distorted by cognitive biases such as recency and contrast effects. Researcher and consultant Clinton Longenecker has shown that motivational biases are often even more powerful and difficult to prevent than cognitive biases. Using the information provided in the posted ppt. slides on motivational biases, identify whether such biases operate in your own workplace. Discuss evidence, either from the appraisals you have given or received, or from other sources, that such biases have resulted in the distortion of performance ratings. Has the distortion been toward inflation or deflation of ratings? What are the major organizational forces leading to these motivated biases in ratings?
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