Refer to Additional Case 7.2. Edward's employee evaluations show that Edward:

Additional Case 7.2
As an HR manager at a publishing firm, you are reviewing performance appraisals for a report to the CEO regarding manager performance. The CEO wants to know not only how employees are doing, but also how well managers are evaluating their employees. Matt, Madeline, and Edward are the firm's key managers.

Reading through Matt's evaluations, you note that he tends to rate all of his subordinates in the middle of the scale. You recall a conversation during which Matt commented that his subordinates were overall satisfactory but not excellent. Matt would like to get them more training and institute an incentive program for motivational purposes.

Madeline's employee evaluations of her team range from excellent to poor. You are startled to see that Madeline has rated Juan rather low. Pulling Juan's file, you note that he has always had very high ratings until this time. You remember a meeting two months ago when Juan vehemently disagreed with Madeline in front of the CEO, who agreed with Juan's opinion to Madeline's embarrassment.

Edward's employee evaluations have very little justification. Gary, the CEO's son-in-law, is typically an average performer, but Edward gave him a very high rating. Jenny, another average performer, has a very low rating. You recall a comment from Edward that Jenny needed motivation to work harder.

A) tends to make halo errors.
B) is subject to the influence of liking.
C) is not considering situational factors in his appraisals.
D) believes in a political perspective regarding performance appraisals.

Answer: D