The Compensatory Role of Self-Monitoring in Performance Appraisal
Neville T. Duarte, Jane R. Goodson

Abstract
This field study examines how self-monitoring, leader-member exchange, and objective performance interactively influence performance appraisals. The results suggest that self-monitoring influences ratings beyond an employee’s observable performance and the relationship quality with the supervisor. High self-monitors with low objective performance levels receive higher ratings than low self-monitors with low objective performance. High self-monitors in low quality relationships with their supervisor received higher ratings relative to their objective performance, while low-self-monitors in low-quality relationships received lower ratings than their objective performance levels.

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