Employees' Metaperceptions of Supervisor Ratings on Job Performance

This study examined the degree to which employees had accurate perceptions of how their supervisors would rate them on job performance (i.e., employees' meta-accuracy). Employees and their supervisors from 140 dyads were asked to complete measures assessing the supervisor's assessment of the employee's job performance, from each of their perspectives. Results revealed that employees' meta-accuracy varied across different types of job performance. Specifically, employees had relatively low meta-accuracy for task and contextual performance and relatively high meta-accuracy for innovative performance. The article closes with a discussion of the implications of the findings and their role in guiding relevant future research.