The present research examined the relationship between disability-based stereotypes on important organizational processes. Study 1 examined the explanatory relevance of the shifting standards model when applied to the job performance appraisal of persons with disabilities. One hundred three undergraduates examined a series of six employee files containing important employment documents. After reviewing each file, participants rated each employee’s job performance using both subjective and objective judgment standards. Evidence of the shifting standards effect was uncovered such that employees with and without a disability received similar ratings when subjective judgment standards were employed. However, when objective judgment standards were employed, employees without disabilities received significantly higher performance ratings than their counterparts with disabilities. Study 2 successfully replicated the shifting standards effect when evaluating the job performance of individuals with and without a disability. One hundred five undergraduate participants were not only asked to rate each employee’s job performance but were also asked to engage in behavior involving the allocation of limited and limitless resources. The results of the resource allocation tasks indicated that neither individuals with nor without disabilities were more likely to be the beneficiaries of behavior involving the allocation of limited and limitless resources. However, an analysis of the process through which participants ranked employees on the dimension of deservingness relative to limited resources yielded important findings. Study 2 also sought to explore the predictive relationship between job performance ratings based on subjective and objective judgment standards and subsequent behavior involving the allocation of resources. Results indicated a significant predictive relationship between judgments of performance based on objective standards and subsequent allocation of limited resources. The theoretical importance of the current findings relative to the shifting standards model as well as the process through which judgments of persons with disabilities are made both within and outside of an organizational setting is discussed. Discussion of the practical implications relative to important organizational processes such as performance appraisal, goal setting, and long-term planning is presented.
|Advisor:||Finkelstein, Lisa M.|
|Commitee:||Britt, M. Anne, Durik, Amanda M., Henagan, Stephanie, Neuman, George A., Sagarin, Brad J.|
|School:||Northern Illinois University|
|School Location:||United States -- Illinois|
|Source:||DAI-B 70/08, Dissertation Abstracts International|
|Subjects:||Social psychology, Management, Occupational psychology|
|Keywords:||Disabilities, Employees, Employees with disabilities, Organizational decision-making, Organizational resource allocation, Performance evaluation, Shifting standards|
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