Effects of supervisor-subordinate similarity on performance evaluations

Three models of supervisor-subordinate similarity were identified from the literature: (a) perceived similarity, perceptions of how similar the supervisor/subordinate is; (b) actual similarity, the actual similarity of demographic characteristics of the supervisor and subordinate; and (c) similarity of perceptions, similarity of perceptions about behaviors important in receiving a high merit pay raise. Results supported the idea that these models were conceptually distinct. The models accounted for different sources of variance in subordinate job satisfaction, performance and pay ratings. Perceived similarity provided the strongest relationship with the dependent variables. Results from exploratory analyses questioned the assumption that similarity affects evaluations through a bias. It was concluded that the supervisor-subordinate interaction accounted for variance in performance ratings, and issues for future research were identified.