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On the Relationship Between Job Performance and Ratings of Job Performance: What Do We Really Know?

Murphy (2008) provides a clear and concise statement of various models of job performance ratings. Indeed, there is much to be gained, both conceptually and practically, from such a systematic analysis and articulation. Further, Murphy’s ultimate conclusion, that an increased focus on better ‘‘climates’’ for performance rating will result in better performance ratings, certainly represents a positive next step for the improvement of performance evaluation. The organizational context in which ratings occur is definitely a vital consideration with respect to the quality of the performance ratings obtained. Future research should certainly focus on defining those aspects of the organizational context that are most important for highquality performance ratings as well as methodologies for evaluating the climate for performance appraisal in organizations. Yet, Murphy builds this analysis on a troubling cornerstone. Specifically, as emphasized in the title and throughout the paper, the starting point is the ‘‘weak relationship between job performance and ratings of job performance.’’ This premise is particularly troubling in several of its implications. Three potential implications stand out: (a) there is solid evidence that the relationship between job performance and ratings of job performance is weak, (b) research on performance appraisal and rating interventions to date has had little practical impact on the relationship between ratings and performance, and (c) future work focusing on organizational development (OD) type interventions will lead to a demonstrated improvement in the relationship between ratings and performance. These implications warrant further examination.