Effects of task performance, helping, voice, and organizational loyalty on performance appraisal ratings.

Abstract

Despite the fact that several studies have investigated the relationship between organizational citizenship behavior and performance appraisal ratings, the vast majority of these studies have been cross-sectional, correlational investigations conducted in organizational settings that do not allow researchers to establish the causal nature of this relationship. To address this lack of knowledge regarding causality, the authors conducted 2 studies designed to investigate the effects of task performance, helping behavior, voice, and organizational loyalty on performance appraisal evaluations. Findings demonstrated that each of these forms of behavior has significant effects on performance evaluation decisions and suggest that additional attention should be directed at both voice and organizational loyalty as important forms of citizenship behavior aimed at the organization.

Introducing Union Representation and Its Complexities – A Case Study of the Royal Thai Civil Service

“…In terms of employee performance, Whiting et al (2008) also found that employees who were seen as loyal were rated as better performers. In contrast, less loyal employees are likely to be viewed with suspicion because of uncertainty as to whether they intend to help the organization.…”

“…Interestingly the message that can be deduced from employee empowerment is complimentary to what Whiting et al (2008) are saying, namely that through the process of empowerment/employee participation the employees are more committed to the organization and thus could be more loyal, resulting in managers seeing them as better performers and ending up improving the organization. This is an outcome that provides the organization's justification for granting freedom of association.…”

“…This could thus, according to Whiting et al (2008) result in a managerial perspective of disloyalty on the part of the employees and in particular the trade union officials, who are likely to be more in conflict with the organization. A union has as its major role advancing economic and social interest of its members (Carrel et al 1995) not only does this involve power relationships, but also creating rules governing the workplace (French and Bell, 1995) and thus the realization of tension between two major stakeholders, management and employee.…”

“…Thus, those engaging in challenging voice should be endorsed less and rated as poorer performers by managers than those who engage in supportive voice, in part because they are viewed as being less loyal. This view held by Whiting et al (2008), brings into the discussion an important dimension, namely the significance of a challenging voice and what is deemed to be disloyalty. This needs to be considered further within an Asian social context.…”

“…This decline and evolution to alternative forms reinforces the need to assess the value of granting union representation through the adoption of freedom of association. Whiting et al (2008) bring in a particular perspective focusing on perception of loyalty by management, although not providing the full answer and thus requiring further debate to explore the organizational gains from the freedom of association.…”