Abstract
This study investigates the relationship between performance appraisal (PA) and organizational citizenship behavior (OCB) among Korean government employees, integrating social exchange theory, prosocial values, and impression management perspectives. It analyzes how employees respond to PA’s perceived effectiveness, focusing on both direct and indirect effects of PA components alongside traditional OCB antecedents. Surveying 3,336 employees, the findings indicate positive correlations between performance feedback adequacy, PA fairness, and OCB, but a negative link with PA leniency. Organizational commitment emerged as a key mediator, especially between PA leniency, performance feedback frequency, and OCB. The study emphasizes the importance of a well-structured PA system to foster employee engagement in OCB.
Published Version
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