Can gender and race dynamics in performance appraisals be disrupted? The case of social influence
研究一家跨国公司绩效评估中的性别与种族差异，发现当管理者不知道员工自评时，自评与管理者评分相关性降低，但性别和种族差距未变，仅无工作经历的有色人种女性因自评不共享而受益。
We document gender and race dynamics in performance evaluations in a multi-national company, examining the impacts of a feature of the performance appraisal process: managers’ knowledge of employees’ self-evaluations. Generally, (White) women were rated higher than men and people of color were rated lower than White employees. Women of color gave themselves the lowest self-ratings. When self-evaluations were unavailable due to a quasi-exogenous shock, manager and self-ratings were less correlated. However, gender and race gaps remained unchanged as managers anchored on previous years’ ratings. Based on suggestive evidence, women of color without an employment history benefitted from their self-ratings not being shared.