ABSTRACT
Ratings are ubiquitous. Ratings of job performance are common; they are also used in many other assessment methods. Raters may be peers, superiors, or subordinates; they may be outsiders used for special purposes or used because of their special expertise. One person or several, working independently or as a panel, may do the rating. Ratings may be criteria or predictors. More research has been done on ratings of job performance than on ratings for other purposes, but it is relevant to other purposes and settings. This chapter emphasizes performance ratings. The focus is on ratings as assessment methods, not on their use in performance management.
