Workplace Politics and Performance Appraisal

Rosen, Christopher C.; Kacmar, K. Michele; Harris, Kenneth J.; Gavin, Mark B.; Hochwarter, Wayne A.

doi:10.1177/1548051816661480

Cited by 38 publications

(11 citation statements)

References 92 publications

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“…Although participation, transparency, and fairness show a strong effect on the perception of performance pay, it has to be acknowledged that these aspects are not the only variables influencing employees’ acceptance of performance pay systems. Other antecedents of willingness to accept performance pay are, for example, the amount of performance pay (OECD, 2005), the percentage of employees who would receive a reward (Krauth, Liersch, Jensen, & Amelung, 2016), workplace politics (Rosen, Kacmar, Harris, Gavin, & Hochwarter, 2017), or trust in supervisors and appraisers (Sliwka, 2006). Further research should investigate these factors in a single study to evaluate the relative importance of factors influencing employees’ willingness to accept pay for performance.…”

Section: Resultsmentioning

confidence: 99%

Making Performance Pay Work: The Impact of Transparency, Participation, and Fairness on Controlling Perception and Intrinsic Motivation

Wenzel

Krause

Vogel

2017

Review of Public Personnel Administration

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Performance pay has been one of the main trends in public sector reform over the last decade and aims to increase employees’ motivation. However, positive results are sparse. In a majority of cases, pay scheme designers neglect that intrinsic motivation may be distorted by the introduction of extrinsic rewards (crowding out). Nevertheless, under certain conditions, performance pay schemes may also enhance intrinsic motivation (crowding-in). The perception of rewards has proven to be an especially crucial factor for the outcome of performance pay. Based on psychological contract theory, this paper analyzes the relationships between intrinsic motivation, public service motivation (PSM), personality characteristics, and the design of the performance- appraisal scheme. The empirical analysis relies on a structural equation modeling (SEM) approach. Model findings reveal that a fair, participatory, and transparent design reduces the controlling perception while fostering the intrinsic motivation of employees. In addition, participants who score high on neuroticism perceive performance pay schemes to be more controlling and have lower values of intrinsic motivation.

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Section: Resultsmentioning

confidence: 99%

Making Performance Pay Work: The Impact of Transparency, Participation, and Fairness on Controlling Perception and Intrinsic Motivation

Wenzel

Krause

Vogel

2017

Review of Public Personnel Administration

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“…importance of examining the association between these variables in an organizational environment roots in the fact that organizations are looking for effective and efficient strategies to achieve their goals and to enhance the performance of their staff (17). According to the evidence, one of the most effective factors in job performance is social capital in the workplace, which enhances job performance through reciprocal recognition and trust-building among members as well as effective sharing of information, knowledge, and work experiences (18). Social capital has important impacts on the educational system, and the results of the current study showed that constructive communication among university faculty members is an effective factor in enhancing the quality of education as well as promoting occupational activities (19).…”

Section: Discussionmentioning

confidence: 99%

The Mediating Role of Entrepreneurship Behavior in the Relationship Between Social Capital and Job Performance: A study Among Faculty Members of a Medical University

et al. 2020

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Background: Job performance is an important organizational factor that plays a significant role in the success of organizations. Objectives: This study aimed to investigate the moderating role of entrepreneurial behavior in the association between social capital and job performance among faculty members of the Qazvin University of Medical Sciences. Methods: This is a cross-sectional, analytical study that is conducted using a structural equation modeling on 260 university faculty members in different schools of Qazvin University of Medical Sciences in 2017. To evaluate the causal relationships between study variables, Structural Equation Modeling Modeling (SEM) on AMOS software, with a significant level of 0.05, was used. Results: The findings indicated that entrepreneurial behaviors and social capital are good predictors for job performance. The direct effect of social capital on job performance (path coefficient: 0.17) and its indirect effect with the moderating role of entrepreneurial behavior (path coefficient: 0.39) were confirmed (P < 0.05). Furthermore, the Sobel test affirmed the indirect associations between variables (P < 0.05). Conclusions: Strengthening social capital and promoting entrepreneurial behavior improve overall performance. Trust-building among staff and designing new motivation methods, which use entrepreneurial indicators for performance evaluation, can improve social capital. Therefore, managers can contribute to the improvement of job performance through developing entrepreneurial behavior among their employees.

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“…Competencies and behaviours have become key to performance management to establish how goals should be achieved and to contribute to development planning (IDS, 2008). Rosen and & Hochwarter (2017), conducted a study on the impact of the ranking apprsial method on employee performance in organizations in Wales. The 2004 WERS data was analyzed in order to test the impact of performance management system on employee performance by using a package STATA for windows.…”

Section: Ranking Methodsmentioning

confidence: 99%

Effect of Performance Appraisal Methods on Employee Performance in Constitutional Commissions in Kenya; A Case of Commission on Revenue Allocation

MWINZI,

KAGIRI (Ph.D)

2018

strategicjournals.com

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The study aimed to examine effect of performance appraisal methods on employee performance in Constitutional Commissions in Kenya, a case of Commission on Revenue Allocation of Kenya. The study adopted a descriptive research design and the researcher targeted a population of 65 staff members who formed the entire populations of the Commission. The researcher used census method of sampling which involves use of the entire population. Primary data was collected by use of structured. Both descriptive and inferential statistics were adopted for the study. The quantitative data was analyzed by using descriptive statistics. Data was analyzed by the use of a statistical software SPSS version 20. The results showed that Performance appraisal methods affected employee performance in Constitutional Commissions in Kenya. The study found 360 degree appraisal method enhanced self-appraisal performance feedback which helped employees' increases their performance at work. Management by objective performance appraisal method affected employee performance. The supervisors communicated the actions necessary for the employees to take to achieve organizational objectives. The ranking method of appraisal had an effect on employee performance. The employee held formal one on one performance discussion with their supervisors which helped them improve their performance. Rating scale appraisal method was found to have an effect on the performance of employees. The rating scale was related to the employees work and the traits assessed in the rating scale and the criterion was well structured. The organization management should ensure that the feedback providers were keenly selected to avoid biased feedback. The management should ensure that the subordinates were adequately involved in decision making and setting of the goals and objectives. The study recommended that ranking method of appraisal method should be implemented with care not to negatively affect or lower the morale of the low ranked employees. The rating scale appraisal method affects employees' performance hence to avoid ambiguity in the rating scale the study recommended that the scales should be based on behaviors where specific work related behaviors are assessed.

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Workplace Politics and Performance Appraisal

Cited by 38 publications

References 92 publications

Making Performance Pay Work: The Impact of Transparency, Participation, and Fairness on Controlling Perception and Intrinsic Motivation

Making Performance Pay Work: The Impact of Transparency, Participation, and Fairness on Controlling Perception and Intrinsic Motivation

The Mediating Role of Entrepreneurship Behavior in the Relationship Between Social Capital and Job Performance: A study Among Faculty Members of a Medical University

Effect of Performance Appraisal Methods on Employee Performance in Constitutional Commissions in Kenya; A Case of Commission on Revenue Allocation

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