Continuing discussion about Factors influencing rating errors:
Leniency or Generosity Error
This attitude involves high ratings for most employees, perhaps because of a reluctance to “rock the boat”
by seeming too critical. A harried leader may find it much easier and certainly more pleasant to offer unconditional praise to others than to bring up instance of substandard performance.
The opposite of leniency. This is the tendency to be too harsh when rating others.
Stereotyping or Initial Impression
This may be the hardest type of error to deal with. Stereotypes may be either conscious or subconscious;
often we may be unfairly biased toward an employee without actually being aware of the bias. First
impressions really do make lasting impressions. Because of this, it is extremely important to base any
evaluation on observable, objective behaviors rather than subjective opinions.
Projection or Similarity Error
“Birds of a feather flock together.” It’s easier to realize that we tend to like people who are like us and to
dislike people who are unlike us. This can become a problem in the rating process when we give high
scores to employees because they either consciously “remind me of myself,” or low scores when they don’t.
Allowing past evaluations to reflect either positively or negatively on the current rating, even though actual
behavior during the current rating period has not been the same.
Basing each employee’s evaluation on a comparison with others. This can be especially unfair since one
employee may have received very high marks because of favorable circumstances rather than actual