Rating Generations at Work: A 24-years of Multisource Feedback and Generational Biases

Abstract

AbstractThe purpose of this study was to explore the strength and nature of generation bias in ratings of workplace behavior within the context of multisource feedback interventions. Discussions of generational differences in the workplace are rife with anecdotes and have resulted in stereotypical representations of generational cohorts that are not based on adequate quantitative research. A specific concern was that biases stemming from these stereotypes may reduce the efficacy of learning and development interventions such as multisource feedback. A large archival database of multisource feedback collected between 1991 and 2015 was used to test for generation effects within ratings of; (a) managerial competencies, (b) the importance of these competencies to participants’ work, and (c) overall job performance. The hypotheses tested stated that after controlling for the age of the rater, the age of the person being rated, and the year the ratings were collected, significant differences in ratings would be observed based on generational membership. Results of the study supported the hypotheses tested. Significant differences among generational cohorts were observed in competency ratings, competency importance ratings, and overall job performance. However, the effect sizes of these differences were small, with none of the partial eta-squared (η2) values exceeding 0.02. These findings indicate that generational differences withing multisource feedback ratings are real (albeit small), at least withing the sample used in this study. Ancillary findings were than age and temporal-period effects were substantially larger than those for generation. The evidence presented suggests that HRD professionals looking to reduce bias within the multisource feedback process should direct their attention to other potential sources.