actually do so (Hogan 1987). e participants in this study were bank managers who com-
pleted questionnaires on two occasions four months apart. e rst time, they were asked
to indicate how well they expected their newest teller to do on the job. en, four months
later, they were asked to rate the teller’s actual job performance. Managers gave a higher
rating to individuals whose performance matched their expectations than to those who did
either better or worse than predicted. ese e ects are unsettling in so far as they suggest
that the improved performance of some employees may go unrecognized or, wo
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