Performance appraisal process and organizational citizenship behavior

Abstract

PurposeThe purpose of this study is to examine how performance appraisal process is associated with organizational citizenship behavior, under the light of social exchange theory and impression management theory, using affective commitment as a mediator and rating‐reward linkage as a moderator.Design/methodology/approachUsing a multi‐source sample (n=777), the authors examined the mediating role of affective commitment with structural equation modeling and Sobel tests, and the moderating role of rating‐reward linkage with ordinary least squares (OLS) regression models.FindingsThe relationship between performance appraisal process and organizational citizenship behavior was partially mediated by affective commitment, and perceived rating‐reward linkage strengthened the direct association between appraisal process and organizational citizenship behavior whereas it weakened the relationship between appraisal process and affective commitment.Originality/valueThe study adds to knowledge of how performance appraisal process relates to organizational citizenship behavior – through affective commitment. Further, the moderating role of rating‐reward linkage deepens understanding of the underlying motives of organizational citizenship behavior. The findings strengthen the valence of using social exchange theory to explain how performance appraisal process is associated with organizational citizenship behavior and suggest the value of incorporating impression management to supplement social exchange theory.