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.
Highlights
Performance appraisal is a central function of strategic human resource development and management (Ismail et al, 2011, 2012b; Thurston & McNall, 2010)
In the administration of performance appraisal systems, the majority of the employees perceived that the levels of motivational motive, punishment motive and job satisfaction are high, but the level of job turnover is moderately high
In terms of theoretical contribution, the findings of this study reveal two important findings: first, motivational motive and punishment motive have played important roles as an important determinant of job satisfaction
Summary
Performance appraisal is a central function of strategic human resource development and management (Ismail et al, 2011, 2012b; Thurston & McNall, 2010). In organizations, it is often viewed as a cyclical process where formal appraising methods are designed by employers to yearly assess and develop employee performance (Boswell & Boudreau, 2002; Ismail et al, 2011, 2012b; Poon, 2003a, 2003b, 2004). Many managers have shifted their paradigms from a cognitive based performance appraisal to political behavior based performance
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