Date of Award


Document Type


Degree Name

Doctor of Philosophy (PhD)



First Advisor

Gary N. Burns

Second Advisor

Jessica L. Wildman

Third Advisor

Patrick D. Converse

Fourth Advisor

Kimberly N. Sloman


360-degree feedback systems are some of the most widely used ratings systems in organizations today. The current study examined the use of 360-degree feedback systems as a method for capturing job performance in organizations and the challenges associated with accuracy in ratings due to individual differences in perception. The study investigated the links between self-other rating tendencies and narrow facets of personality and examined how an individual’s personality affects self- and other-ratings of their performance behaviors. The findings suggest that various aspects of personality differentially affect both self- and other-ratings of performance, providing a deeper understanding of how individual differences such as personality affect ratings of performance from multiple perspectives, including rating source, self-enhancement, self-verification, and self-presentation. The study highlights the importance of applying appropriate methods to study the prediction of self-other agreement and the need to revisit current theories of self-other agreement to consider the complex multivariate links of how personality interacts with perceptions of behavior.