Evolution and Change
Chapter 6: Performance appraisal and political considerations in the workplace
A continuous theme of our discussion has been that current models of performance appraisal point to both the intrinsic nature of the appraisal system and its organizational context as critical dimensions for a clear understanding of the rating process. Adler et al. (2016) note that one of the non-performance, contextual, determinants of performance ratings most extensively studied was the political use of rating (Cleveland and Murphy, 1992; Longenecker, Sims, and Gioia, 1987; Murphy and Cleveland, 1995; Tziner and Murphy, 1999; Tziner, Prince, and Murphy, 1997). Indeed, more than the questions of appraisal accuracy or organizational concomitants, evidence piled up in the literature that rating inaccuracy has more to do with the deliberate, volitional distortion of performance ratings than was previously recognized. The empirical data indicates that these deliberate rating distortions occur because of supervisors’ feelings of discomfort with the appraisal system and its outcomes, and reflect their conscious efforts to produce ratings that will achieve personal goals. Such manipulative behaviors can be subsumed under the heading of organizational politics, which forms the basis of this chapter.
You are not authenticated to view the full text of this chapter or article.
Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.
Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.
Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.