Politicisation of performance appraisals

Abstract

Orientation: Employees are a source of competitive advantage for organisations and human resource management seek to promote employee efficiency. One of the tools organisations utilise to achieve this goal is performance appraisals.Research purpose: The purpose of this study was to investigate the weaknesses in performance appraisal and to determine whether it is politicised in the North West Department of Health and Social Development in South Africa.Motivation for study: Many organisations either ignore the existence of politics in the appraisal process or assume that its impact can be minimised if they refine their appraisal instruments. Executives admit that, in appraising others, they often intentionally avoid meeting the goal of accuracy in favour of achieving goals that have more to do with exercising discretion and maintaining departmental effectiveness. Ironically, these same executives lament that the appraisals they receive often do not accurately represent their abilities and performance (Gioia & Longenecker, 1994).Research approach, design and method: Self-administered questionnaires were used as a means of collecting data and analysis was done through the use of the Statistical Package for the Social Sciences (SPSS).Main findings: The results of the study showed that respondents believe that performance appraisals are highly politicised.Practical/managerial implications: If used effectively, performance appraisals may improve employee productivity and efficiency as well as motivation and performance. However, if performance appraisal is perceived as unfair and political, it can diminish rather than enhance employee attitudes and performance.Contribution: Amongst others, it is recommended that managers should consider separating assessment for development and assessment for rewards.

Factors influencing managers’ attitudes towards performance appraisal

“…Managers viewing performance appraisal as positive tend to give more accurate ratings (Jawahar, 2001). Regrettably, there seems to be no consensus on an effective working solution to address manager attitudes and their impact of accurate performance appraisal ratings; consequently, displeasure with performance appraisal persists (Gordon & Stewart, 2009;Swanepoel et al, 2014). In order to influence managers' attitudes towards performance appraisal more positively, this study was aimed at gaining a deeper understanding of the factors that influence managers' existing attitudes towards performance appraisal.…”

“…Performance appraisal can be defined as the collection of employee performance information based on observation and the evaluation of the employee's performance through an act of judgement (Cascio & Aguinis, 2011). Once an employee's current performance is measured, performance developmental areas are identified, strengths are reinforced and overall feedback is given to the employee (Aguinis, 2009;Swanepoel et al, 2014). As a manager's attitude can negatively or positively influence a performance appraisal, many researchers have, over the years, found this to be an interesting topic to study (Curtis, Harvey & Ravden, 2005;Jawahar, 2001;Longenecker, Sims & Gioia, 1987;Shore & Strauss, 2008;Thomas & Bretz, 1994).…”

“…• Political motives embedded in longstanding relationships with employees (Shore & Strauss, 2008;Swanepoel et al, 2014). …”

The Moderating Effect of Employee Satisfaction on the Relationship of Goal-Setting and Purposes, Fairness and Rating Scale Format with Employee Job Performance

“…Thus, a fair and just assessment of employees help fuel the performance of employee's efficiently (Rowland & Hall, 2012). Performance appraisal procedures possibly bring significant advantages for employees as well as organization, where appraisal feedback can be used as a tool for setting goals to assess and improve job performance (Swanepoel, Botha, & Mangonyane, 2014). So, it is imperative that to investigate more about performance appraisal dimensions such as goal setting and purposes, fairness and rating scale format that identify employee satisfaction effect on employee job performance in organization (Getnet et al, 2014).…”

Effectiveness of Performance Appraisal (EPA): Does Distributive Fairness and Employee Participation Matter?: A Conceptual Framework

“…Therefore, this study aims to examine the interrelationships between employee participation, p organizational fairness and the EPA especially among academics. The EPA for academics is very important because not only it will efficiently assist the evaluation of academics performance (Addy & Dzisi, 2014;Heery & Noon, 2008;Hoe, 2008) but also helps to enhance their productivity, effectiveness and performance (Swanepoel, Botha, & Mangonyane, 2014). This study is built upon the extant literature in this field, specifically concerning the ineffectiveness of PA; this study also contributes to the growing body of knowledge and understanding of the EPA among academics, particularly the effects of employee participation in the relationship between organizational fairness and the EPA.…”