Performance appraisal politics from appraisee perspective: a study of antecedents in the Indian context

Dhiman, Amit; Maheshwari, Sunil Kumar

doi:10.1080/09585192.2012.706816

Cited by 19 publications

(36 citation statements)

References 93 publications

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“…They found that, in both the short and the long run, in high-quality leader-member exchange relationships, employee performance was rated high. Sometimes, the dyadic relationships are established for political motives (Dhiman and Maheshwari 2013). The ratings of employees in low-quality leader-member exchange relationships in the short run were consistent with the objective ratings about them.…”

Section: Pa Accuracy and Ratee Reactionssupporting

confidence: 54%

“…In another empirical study, Varma and Stroh (2001) found a positive correlation between dyadic relationship and ratings (r = 0.77, p < 0.01). Sometimes, the dyadic relationships are established for political motives (Dhiman and Maheshwari 2013). Therefore, a political culture in which the appraisal process operates may also aggravate in-group and out-group situations, resulting in favourable and unfavourable ratings, respectively (Wood and Marshall 2008).…”

Section: Pa Accuracy and Ratee Reactionsmentioning

confidence: 99%

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Effectiveness of Performance Appraisal: An Integrated Framework

Iqbal

Akbar

Budhwar

2014

Int J Management Reviews

100

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Based on a robust analysis of the existing literature on performance appraisal (PA), this paper makes a case for an integrated framework of effectiveness of performance appraisal (EPA).To achieve this, it draws on the expanded view of measurement criteria of EPA, i.e. purposefulness, fairness and accuracy, and identifies their relationships with ratee reactions. The analysis reveals that the expanded view of purposefulness includes more theoretical anchors for the purposes of PA and relates to various aspects of human resource functions, e.g. feedback and goal orientation. The expansion in the PA fairness criterion suggests certain newly established nomological networks, which were ignored in the past, e.g. the relationship between distributive fairness and organization-referenced outcomes. Further, refinements in PA accuracy reveal a more comprehensive categorization of rating biases. Coherence among measurement criteria has resulted in a ratee reactions-based integrated framework, which should be useful for both researchers and practitioners

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Section: Pa Accuracy and Ratee Reactionssupporting

confidence: 54%

Section: Pa Accuracy and Ratee Reactionsmentioning

confidence: 99%

Effectiveness of Performance Appraisal: An Integrated Framework

Iqbal

Akbar

Budhwar

2014

Int J Management Reviews

100

View full text Add to dashboard Cite

show abstract

“…Firstly, it seems that a very limited research has been conducted in past while looking at past literature in relation to the moderating effect of performance appraisal politics on the relationship between leadership styles and job performance. A large number of studies are conducted to measure the effect of performance appraisal politics with employee outcomes like satisfaction, turnover intensions, commitment and loyalty to supervisors [49][50][51][52][53][54][55]. According to Dhiman, and Maheshwari (2013) [53] performance appraisal politics is sub set of organizational politics and can be considered similar or part of organizational politics.…”

Section: Performance Appraisal Politics As a Moderating Variablementioning

confidence: 99%

Moderating Role of Performance Appraisal Politics between Transactional Leadership, Transformational Leadership and Job Performance: A Proposed Research Framework

Shah¹,

Mirani²,

Memon³

et al. 2016

SJEBM

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A large number of research studies have produced abundant literature on explaining the relationship and significance of leadership styles and job performance. These researches have also further explained the ways how it could be strengthen this relationship. To continue these guidelines a huge number of studies are conducted in order to explain the nature and weight of the leadership styles, particularly transactional leadership style and transformational leadership style in relation to job performance. Despite enormous literature on these relationships, there are still controversies on the results and ways in which the leadership styles and job performance relationships were found so far. Looking at the literature it is found that there is confusing findings on these relationships of job performance with leadership styles. The present paper takes it as an important element of transactional leadership and transformational leadership in the domain of human resource management particularly with regards to job performance. Therefore, to answer these confusions of the researchers the present paper proposes performance appraisal politics as moderating variable to know the relationship more clear in job performance with leadership styles. These relationships may further be tested in view of Leader member exchange (LMX), and equity, fairness and justice theories for further empirical evidence.

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“…Although we know how to develop and implement performance measurement systems, there is a gap in our knowledge regarding perspectives of how managers themselves are influenced by the way performance metrics are actually used by their superiors to appraise them (Bourne et al, 2003). Dhiman and Maheshwari (2013) aptly echoes that "past research has largely ignored the appraisee`s perspective, though being the decision and reward recipients". In essence, the thrust of the argument is that the practical use of individual employee performance metrics as a tool to *Corresponding author.…”

Section: Introductionmentioning

confidence: 99%

“…Basically, it is when directors, managers or any other superior fail to judiciously use employee performance metrics and win the approval and commitment of Kanyangale and Zvarevashe 3053 employees that the genuinely laudable reasons for their use dissipate (Hauser and Katz, 1998;Dhiman and Maheshwari, 2013). In this vein, directors have to be conscious of the type of patterns of shared understanding, frames for interpreting reality and negotiating meanings which are consistently and repeatedly being transmitted and sustained at different levels and groups as a result of the ways the individual performance metrics are usedwithin an organisation (Schein, 1984;.…”

Section: Introductionmentioning

confidence: 99%

From the Lens of an Appraisee Manager: Influence of Performance Metrics on Management level Employeesin a Professional Services Firm in South Africa

Kanyangale¹,

Zvarevashe²

2013

Afr. J. Bus. Manage.

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Today, performance metrics of managers are touted as a fundamental cornerstone of employee performance management. But beware that, if improperly used, they degenerate into organisational curse and performance appraisal politics. As these metrics are being widely adopted in organisations, it is prudent that they are used judiciously by those in authority to assess managers, and consistently induce more commitment, motivation and employee development rather than entrench despondency. Using managers` reflectionon their own experience of being appraised, this study aims to understand how the use of balanced scorecard to assess individual managers influences their behaviour, thoughts and emotions within their organisation. A total of 10 out of 32 managers from an advisory division within a multinational professional services firm in South Africa were identified using stratified random sampling. Face-to-face, in-depth interviews with these managers were audio recorded, transcribed and analysed using open coding and constant comparison technique to induce emergent themes. Findings show consensus among managers that leadership bias, misuse and abuse of their individual balanced scorecards by directors has predominantly negative, manipulative and evaluative effects which induces low commitment and morale in a professional services firm. In particular, managers reveal that exclusive focus on the bottom line and individual success by all means necessary, nurtures counter productive perspectives which deride team philosophy. Inadvertently, these pronounce subordination of personal circumstances to organisational pressure while promoting competitive individualism to succeed. Implications of these findings for directors and development of managers are discussed to ensure that more satisfied and committed management constitute the durable hub of firm success.

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Performance appraisal politics from appraisee perspective: a study of antecedents in the Indian context

Cited by 19 publications

References 93 publications

Effectiveness of Performance Appraisal: An Integrated Framework

Effectiveness of Performance Appraisal: An Integrated Framework

Moderating Role of Performance Appraisal Politics between Transactional Leadership, Transformational Leadership and Job Performance: A Proposed Research Framework

From the Lens of an Appraisee Manager: Influence of Performance Metrics on Management level Employeesin a Professional Services Firm in South Africa

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