Relationship Between Managers’ Political Behavior in Performance Appraisal Systems and Personal Outcomes

Abstract

This study was undertaken to investigate the correlation between managers' political behavior in performance appraisal systems and personal outcomes using self-reported questionnaires gathered from employees who have worked in a defence based university, Malaysia. The outcomes of stepwise regression analysis showed that motivational and punishment motives did act as important determinants of job satisfaction, but motivational and punishment motives did not act as important determinants of job turnover in the organizational sample. This study further provides discussion, implications and conclusion.

Relationship Between Managers’ Political Motives In Performance Appraisal Systems And Work Outcomes

“…The dimensions used to evaluate this construct are performance appraisal criteria and allocation rules. In the third part, Turnover Intention have 6 items that were developed based on job turnover literature (Ahmad, Lemba, Wan Ismail, 2010;Chaudhry, Awan & Tariq, 2016;Ismail & Raduan, 2013). The whole items were assessed using a 7-item scale ranging from "strongly disagree/ dissatisfied" (1) to "strongly agree/ satisfied" (7).…”

“…This practice may inspire appraisers to manipulate performance ratings according to their personal desires in order to meet contextual demands (Ferris, Perrewe, Daniels, Lawong & Holmes, 2017;Fried & Tiegs, 1995;Ferris & Judge, 1991). The above scenario reflects that the notion of political motives is indirectly accepted and practiced by management without making open declaration in handling performance appraisal systems (Ferris, Perrewe & Davidson, 2006;Ismail & Raduan, 2013;Ferris, Perrewe, Daniels, Lawong & Holmes, 2017).…”

“…This practice may lead to higher notion of distributive justice (Zalina, Azman, Asilah & Safina, 2016;Jewoola, 2014). Turnover intention (Turnover Intention) is broadly defined as employees wish to leave their organizations (Chaudhry, Awan & Tariq, 2016;Abubakar, Chauhan, & Kura, 2014;Ismail & Raduan, 2013). In the context of performance appraisal politics, employees' desire to leave organization is stronger if managers' motives are negatively used to frustrate, persecute and tarnish future employees' career well-being (Chaudhry, Awan & Tariq, 2016;Arshad, Masood & Amin, 2013;Javed, Saif, Rehman, Qureshi, Khan, & Khan, 2013a, 2013b.…”

“…However, the role of managers' political motives as an important predicting variable is inadequately discussed in the performance appraisal research literature. Many researchers argue that this situation is due to several factors: first, many past researches have much described the characteristics of performance appraisal politics, such as conceptual discussion about managers' political motives and their styles in performance appraisal systems (Chaudhry, Awan & Tariq, 2016;Ismail & Raduan, 2013). Second, more previous studies have established a direct effects model for cognitive based appraisal and applied a simple correlational and/or differential analysis methods to examine association between employees' attitudes toward cognitive based appraisal method, and association between cognitive based appraisal method and particular work outcomes.…”