Behind the Mask: The Politics of Employee Appraisal

Longenecker, Clinton O.; Sims, Henry P.; Gioia, Dennis A.

doi:10.5465/ame.1987.4275731

Cited by 418 publications

(308 citation statements)

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“…He also proposed that if there are norms that make raters become more lenient, then they will tend to rate the performance appraisal with high marks. Similarly, Longenecker, Sims and Gioia (1987) found that raters tend to appraise inaccurately when top management not taking performance appraisal process seriously. Raters having such feelings tend not to be committed to appraise accurately since the top management is not commited either.…”

Section: B Raters' Perceived Subjective Norms Towards Appraising Accmentioning

confidence: 98%

“…Decotiis and Petit (1978) argued that the perceived consequences of accurate appraisal partly determine raters' motivation to appraise accurately. Longenecker, Sims, and Gioia (1987) found that raters tried to manipu-late the performance appraisal when they failed to see goodness in giving accurate appraisal. When the consequences of accurate appraisal is negative, raters tend to have negative attitudes towards appraising accurately; hence their intention to appraise accurately will be low and vice-versa.…”

Section: A Raters' Attitude Towards Appraising Accuratelymentioning

confidence: 99%

“…This is because raters have fewer needs to manipulate their appraisal related to developmental components of performance appraisal (Youngcourt, Leiva, & Jones, 2007). In contrast, performance appraisal used for administrative purposes is influenced by friendship and political influences (Cardy & Dobbins, 1994;Longenecker, Sims, & Gioia, 1987). Hence, the inflation of ratings is likely to happen when appraisals are used for administrative decisions (Murphy & Cleveland, 1995) compared to developmental decisions (Jawahar & Williams, 1997).…”

Section: F Raters' Perceived Purposes Of Ap-praisalmentioning

confidence: 99%

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Rater’s Intention Towards Appraising Accurately

Embi

Choon

2014

JGP

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most organizations is to provide utilizable performance information of the ratees in making human resource decisions whether it is for between person decisions (e.g., promotion and salary increments); within person decisions (e.g., feedback and identifying training needs); system maintenance (e.g., manpower planning and evaluation of human resource systems); or documentation (e.g., criteria for validity studies and meeting legal needs) (Cleveland, Murphy, & Williams, 1989). Any equal, accurate appraisal is better than inaccurate appraisal (DeNisi, 2011). Hence, raters' appraisal accuracy is deemed essential in making the performance appraisal perceived as objective, fair, and transparent by the ratees.The focus of performance appraisal accuracy research shifted its format from rating scales (Bernardin, La Shells, Smith, & Alvares, 1976;Landy & Farr, 1980;Thorndike, 1920) to rater trainings (Day & Sulsky, 1995), rater cognitive process (DeNisi, Cafferty, & Meglino, 1984;Feldman, 1981;Ilgen & Feldman, 1983), rater affects (Tsui & Barry, 1986), rater motivations (Banks & Murphy, 1985;Harris, 1994;Murphy & Cleveland, 1995), and also rater goals and intentions (Murphy, 2008;Murphy & Cleveland, 1995;Spence & Keeping, 2013). Past research indicated that performance appraisal accuracy was heavily investigated because accurate appraisal were likely to be perceived by ratees as fairer, acceptable and they tend to respond positively to feedback (Ilgen, Fisher, & Taylor, 1979). DeNisi (2011) found that the problem investigating performance appraisal accuracy as dependent variable in field setting lies in the difficulty to obtain "true scores" (direct measure of accuracy) and incorrect proxy to relate appraisal accuracy with rating errors (indirect measure of accuracy).Since it is difficult to directly measure accuracy and rating errors, it does not mean it is inaccurate. Therefore it is proposed Muhamad Ali Embi ABSTRACTThe aim of this article is to stimulate thoughts and introduce new prospects to the study of performance appraisal accuracy, especially in the raters' perspective. It focuses on a relatively understudied aspect of performance appraisal which is raters' intention towards appraising accurately. In order to understand the application of this aspect, this paper attempts to develop a conceptual framework based on hypotheses of the direct and indirect factors that predict the raters' intention to appraise accurately. It is hypothesized that the raters' experience in appraising, raters' perceived purposes of appraisal, and raters' perceived information adequacy for appraising will predict the raters' intention towards appraising accurately by influencing the raters' attitude towards appraising accurately, raters' perceived subjective norms towards appraising accurately, and raters' perceived behavioral control towards appraising accurately.

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Section: B Raters' Perceived Subjective Norms Towards Appraising Accmentioning

confidence: 98%

Section: A Raters' Attitude Towards Appraising Accuratelymentioning

confidence: 99%

Section: F Raters' Perceived Purposes Of Ap-praisalmentioning

confidence: 99%

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Rater’s Intention Towards Appraising Accurately

Embi

Choon

2014

JGP

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“…In-depth-interviews with 60 upper-level executives undertaken by Longenecker et al (1987) showed that the managers' own aims and interests influenced the appraisals: 'Managers made it clear that they would not allow excessively accurate ratings to cause problems for themselves, and that they attempted to use the appraisal process to their own advantage ' (ibid. : 191).…”

Section: Subjective Performance Appraisalssome Sources Of Errormentioning

confidence: 99%

Nordic Management-Labour Relations and Internationalization

Thörnqvist¹,

Fleming²,

Søborg³

et al. 2015

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“…Indeed, it has been claimed that the organizational and political context of performance appraisal can exert a stronger influence on performance ratings than appraiser capabilities and limitations (Murphy & Cleveland, 1995). As a result, researchers have been interested in identifying how political processes can influence HR procedures such as executive appraisal and selection (Bozionelos, 2005;Fletcher, 2001;Gioia & Longenecker, 1994;Longenecker, Sims & Gioia, 1987). The following section looks at two ways in which power and politics are important for HR processes and I/O psychology.…”

Section: A Political View Of Human Resource Managementmentioning

confidence: 99%

The Good, the Bad and the Ugly: Politics and Politicians at Work

Silvester

2008

International Review of Industrial and Organizational Psychology 2008

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This is the accepted version of the paper.This version of the publication may differ from the final published version. (Gandz & Murray, 1980). Much less likely would be descriptions of political actions being used for the good of others or to achieve some work-related goal. Permanent repository linkPolitics is associated with the "dark side" of workplace behaviour and researchers have described political behaviour as inherently divisive, stressful, and a cause of dissent and reduced performance (e.g., Bolino, 1999;Fandt & Ferris, 1990; Ferris, Adams, Kolodinsky, Hochwater & Ammeter, 2002;Kacmar & Baron, 1999;Witt, 1998). For the most part political activity is seen as something that needs to be minimized or removed to maximize organizational functioning.Yet, politics and politicians are also at the heart of democracy: their performance affects This chapter considers why I/O psychologists do not look to political arenas to test or apply their theories and research, and why there have been so few attempts to explore organizational politics in the broader political context of government organizations. It considers whether this is a missed opportunity or whether valid differences make it difficult to draw comparisons between politics in the workplace and the politics of government. In order to do this, the chapter critically reviews research on workplace politics by I/O psychologists and reflects on findings in relation to the broader arena of politicians and political work. The primary focus is on individuals acting politically rather than groups or political systems. It asks whether a better understanding of political activity at work might be gained by studying politicians and political environments. The 1970s and 1980s saw burgeoning interest in the topic of organizational politics.Effort was devoted to explaining why politics occurred, when it was likely to occur, the form it might take, as well as its likely consequences. Research focused on politics as an organizational phenomenon, with political activity resulting from individuals or groups with different needs competing for limited organizational resources. Organizations were described as political battlegrounds where coalitions form and deform in the process of building and exercising power, and daily campaigns are waged in an effort to control scarce resources (Bies & Tripp, 1995;Ferris, Perrewé, Anthony & Gilmore, 2000). Two broad perspectives emerged from this work. In the first of these researchers typically view politics as an illegitimate aspect of organizational life: a phenomenon that causes conflict and division between organizational members, impeding the achievement of organizational goals. Central to this perspective is the idea that politics involves placing self-interest above the interests of organization and other organizational members (see definitions of political behaviour in Table 1). Pettigrew (1973), for example, describes company politics as the by-play that occurs when a person or group wishes to advance themselves or their ideas...

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Behind the Mask: The Politics of Employee Appraisal

Cited by 418 publications

References 1 publication

Rater’s Intention Towards Appraising Accurately

Rater’s Intention Towards Appraising Accurately

Nordic Management-Labour Relations and Internationalization

The Good, the Bad and the Ugly: Politics and Politicians at Work

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