Single-rating, multi-rating 360° performance management and organizational outcomes: evidence from the UAE

Abstract

Purpose This study is an academic attempt to bridge the gap between Western theories and the under-researched non-western contexts by studying the characteristics of traditional and modern performance management systems (PMSs) in the United Arab Emirates (UAE). Drawing on the expectancy theory, this study aims to discuss the significant causal relationship between the implementation of single-rating, multi-rating 360° performance management (PM) and organizational outcomes such as trust, commitment, satisfaction and intention to leave. Design/methodology/approach Using the self-reported measures and survey method, data were collected from 439 employees from different organizations across the UAE. Explanatory factor analysis, simple linear regression and multi-group were used to test the proposed conceptual model and examine the mediation and moderation impact. Findings The study explored the best-practices attributes of the traditional single-rating, multi-rating 360° PM within a non-western context. This study also provides empirical evidence on the significant role of uncertainty avoidance and power distance orientation as a mediator between the relationship between these PMSs and trust, commitment, job satisfaction and intention to leave. Finally, this paper examined the effect of many demographic variables (such as gender, age, industry type […]) on the relationship between the independent variables and the dependent variables. Originality/value This study extends research on PM theories and models. Another important aspect of this study is that its model has been tested on the UAE’s data, an underrepresented geographic region in the management literature. Given all the PM’s positive characteristics, the way that this feedback is viewed and interpreted by employees may be moderated according to the employee’s management level, age, gender and many other demographics.

A Bibliometric Analysis on Performance Appraisal

“…In general, employees will be more motivated if the quality of their work is assessed systematically, clearly, and fairly (Behery, 2021;DeNisi & Smith, 2014;Longenecker & Fink, 2017). Clear feedback communicated to the employees helps them to plan, improve, perform better, and be motivated (Ahmad, 2016;Behery, 2021;Budworth et al, 2019;Chahar, 2020;Longenecker & Fink, 2017). According to Chahar (2020), supervisors should establish good communication and work environment during the performance appraisal process.…”

“…The subjectivity of performance appraisal that led to the dissatisfaction of many employees prompted many researchers to conduct closely related studies on procedural errors, biases, and inaccuracies in a performance appraisal that often causes conflicts in organizations (Ahmad, 2019;. Hence, performance appraisal is a critical issue disputed among employees (Ahmad, 2019;Behery, 2021). However, it also carries valuable rewards for employees to increase work motivation for better productivity (Adler et al, 2016) and balance employee performance in line with organizational goals (Ahmad, 2016;Murphy, 2020).…”