Performance appraisal politics and employees’ performance in distinctive economies

• Autorzy: Imran M. , Haque A. U. , Rębilas R.

Identyfikatory

DOI

10.17512/pjms.2018.18.2.11

Warianty tytułu

PL

Polityki ocen pracowników i wydajność pracowników w zróżnicowanych gospodarkach

• Języki publikacji: EN

Abstrakty

EN

The study is to investigate the relationship between performance appraisal politics and employee performance in Fire Fighter Services of Canada, Malaysia and Pakistan by considering updated literature review related to research problem. The semi-structured questionnaires were used to collect data from total 445 valid respondents (115 from each country) out of 750 sample size through purposive sampling technique. In this cross-sectional research we employed Partial Least Squares Structural Equation Modeling (PLS-SEM) for the data analysis. The results confirmed that performance appraisal politics has negatively influenced the employees’ performances in all three distinctive economies. Through funnel approach, it was evident that higher politics is evident in Pakistan, which is the least developed country among three. However, the visible traces of performance appraisal politics are evident in Canada too. Moreover, the higher anxiety and depression leads to reduce working efficiency of operational level employees. The current study is the pioneer in examining the relationship between performance appraisal politics and employee performance in the context of contrasting economies; developed and emerging economies. The study framework is significant in empirically testing other public and private sectors to examine the variables of interest. The managerial implications are based on the present findings to improve the quality of performances.

PL

Badanie ma na celu analizę związku między polityką oceny wyników a wynikami pracowników w służbach straży pożarnej w Kanadzie, Malezji i Pakistanie, biorąc pod uwagę zaktualizowany przegląd literatury dotyczący problemu badawczego. Kwestionariusze, częściowo ustrukturyzowane, zostały wykorzystane do zebrania danych z łącznej liczby 445 ważnych respondentów (115 z każdego kraju) z 750 wielkości próby poprzez celową technikę pobierania próbek. W tym przekrojowym badaniu do analizy danych wykorzystano modelowanie równania metodą najmniejszych kwadratów (PLS-SEM). Wyniki potwierdziły, że polityka oceny wyników negatywnie wpłynęła na wyniki pracowników we wszystkich trzech wyróżniających się krajach. Poprzez podejście lejkowe okazało się, że wyższa polityka jest widoczna w Pakistanie, który jest najsłabiej rozwiniętym krajem pośród trzech. Jednak widoczne ślady polityki oceny wyników są również widoczne w Kanadzie. Ponadto wyższy lęk i depresja prowadzi do zmniejszenia wydajności pracy pracowników na poziomie operacyjnym. Obecne badanie jest pionierem w badaniu związku między polityką oceny wyników a wynikami pracowników w kontekście kontrastujących gospodarek; rozwinięte i wschodzące gospodarki. Ramy badania są istotne w empirycznym testowaniu innych sektorów publicznych i prywatnych w celu zbadania zmiennych będących przedmiotem zainteresowania. Implikacje zarządcze opierają się na obecnych ustaleniach w celu poprawy jakości występów.

Słowa kluczowe

EN

performance appraisal politics; employees' performance; working efficiency; depression; anxiety

PL

polityka oceny wyników; wydajność pracowników; efektywność pracy; depresja; lęk

• Wydawca: Czestochowa University of Technology
• Czasopismo: Polish Journal of Management Studies
• Rocznik: 2018
• Tom: Vol. 18, No. 2
• Strony: 135--150
• Opis fizyczny: Bibliogr. 51 poz., rys., tab.

Twórcy

autor

Imran M.

• Universiti Utara Malaysia, School of Business Management, Malaysia

autor

Haque A. U.

• University of Wales Trinity Saint David, United Kingdom, Faculty of Business and Management

autor

Rębilas R.

• WSB University, Department of Management

Bibliografia

• 1. Ahmad R., Lemba C., Ismail W.K.W., 2010, Performance appraisal politics and employee turnover intention, "Jurnal Kemanusiaan", 8(2).
• 2. Al-Shuaibi A.S.I., Shamsudin F., Subramaniam C., 2013, Do human resource management practices matter in reducing cyberloafing at work: Evidence from Jordan, [In:] WEI International Academic Conference Proceedings, Istanbul, Turkey.
• 3. Biswas S., Varma A., 2011, Antecedents of employee performance: an empirical investigation in India, Employee Relations, 34(2).
• 4. Bodla M.A., Danish R.Q., 2009, Politics and workplace: an empirical examination of the relationship between perceived organizational politics and work performance, "South Asian Journal of Management", 16(1).
• 5. Chaudhry N., Awan M., Tariq U., 2016, Role of appraisal politics and impression management in turnover of dis-satisfied employees: empirical evidence from the public sector of Pakistan, "Journal of Quality and Technology Management", 12(1).
• 6. Chin W.W., 1998, The partial least squares approach to structural equation modeling, Modern Methods for Business Research, 295(2).
• 7. Choi T.Y., Eboch K., 1998, The TQM paradox: relations among TQM practices, plant performance, and customer satisfaction, "Journal of Operations management", 17(1).
• 8. Cicei C.C., 2012, Occupational stress and organizational commitment in Romanian public organizations, Procedia - Social and Behavioral Sciences, 33.
• 9. Cohen J., Cohen P., West S.G., Aiken L.S., 2013, Applied multiple regression/correlation analysis for the behavioral sciences, Routledge.
• 10. Faizan R., Nair S.L.S., Haque A.U., 2018, The Effectiveness of Feminine and Masculine Leadership Styles in Relation to Contrasting Genders’ Performances, "Polish Journal of Management Studies", 17(1).
• 11. Fornell C., Larcker D.F., 1981, Evaluating structural equation models with unobservable variables and measurement error, "Journal of Marketing Research", 18(1).
• 12. Gaskin C.J., Happell B., 2014, On exploratory factor analysis: a review of recent evidence, an assessment of current practice, and recommendations for future use, "International Journal of Nursing Studies", 51(3).
• 13. Grabara J., Dura C., Driga I., 2016, Corporate social responsibility awareness in Romania and Poland: A comparative analysis. "Economics and Sociology", 9(4).
• 14. Hair J.F., Hult G.T.M., Ringle C.M., Sarstedt M., 2014, A Primer on Partial Least Squares Structural Equation Modeling (PLS-SEM), Los Angeles, CA: SAGE.
• 15. Hair J.F., Hult G.T.M., Ringle C., Sarstedt M., 2016, A primer on partial least squares structural equation modeling (PLS-SEM) (2nd ed.), Thousand Oaks, CA: SAGE.
• 16. Haque A.U., Aston J., 2016, A Relationship between Occupational Stress and Organizational Commitment of I.T Sector’s Employees in Contrasting Economies, "Polish Journal of Management Studies", 14(1).
• 17. Haque A.U., Aston J., Kozlovski E., 2018, The impact of stressors on organisational commitment of managerial and non-managerial personnel in contrasting economies: Evidences from Canada and Pakistan, "International Journal of Business", 23(2).
• 18. Haque A.U., Faizan R., Cockrill A., 2017, The relationship between female representation at strategic level and firm’s competitiveness: evidences from cargo logistic firms of Pakistan and Canada, "Polish Journal of Management Studies", 15(2).
• 19. Hassan H., Vina T.M.H., Ithnin N.S., 2017, Perceived organizational politics and job satisfaction: the role of personality as moderator, LogForum, 13.
• 20. Imran M., Aziz A., Hamid S., 2017, Determinants of SME export performance, "International Journal of Data and Network Science", 1(2).
• 21. Imran M., Aziz A., Hamid S., Shabbir M., Salman R., Jian Z., 2018a, The mediating role of total quality management between entrepreneurial orientation and SMEs export performance, Management Science Letters, 8(6).
• 22. Imran M., Hamid S., Aziz A., 2018b, The influence of TQM on export performance of SMEs: Empirical evidence from manufacturing sector in Pakistan using PLS-SEM, Management Science Letters, 8(5).
• 23. Javed Z., Tariq S., 2015, Perceived Organizational Justice, Perceived Organizational Support, and Employee Engagement in Rescue 1122 Employees, Market Forces, 10(1).
• 24. Katina J., Sansyzbayeva G.N., Guliyeva A., Rzayeva U., 2018, Threats to the country’s sustainable economic development: a case study, "Journal of Security and Sustainability Issues", 8(1).
• 25. Kumasey S.A., Delle E., Ofei B.S., 2014, Occupational Stress and Organisational Commitment: Does Sex and Managerial Status Matter?, "International Journal of Business and Social Research (IJBSR)", 4.
• 26. Lawong D., McAllister C., Ferris G.R., Hochwarter W., 2018, Mitigating influence of transcendence on politics perceptions’ negative effects, "Journal of Managerial Psychology", 33(2).
• 27. McDonald A., 2017, Should Be Allowed To Use Their Skills, Available at: https://www.ontariofirefighters.org/poll_results
• 28. Moen P., Kelly E.L., Lee S-R., Oakes J.M., Fan W., Bray J., Buxton O., 2017, Can a flexibility/support initiative reduce turnover intentions and exits? Results from the Work, Family, and Health Network, Social Problems, 64(1).
• 29. Nurse L., 2005, Performance appraisal, employee development and organizational justice: exploring the linkages, "The International Journal of Human Resource Management", 16(7).
• 30. Patel P.C., Messersmith J.G., Lepak D.P., 2013, Walking the tightrope: An assessment of the relationship between high-performance work systems and organizational ambidexterity, "Academy of Management Journal", 56(5).
• 31. Poon J.M., 2004, Effects of performance appraisal politics on job satisfaction and turnover intention, Personnel review, 33(3).
• 32. Rahman S., Hussain B., Haque A., 2011, Organizational politics on employee performance: an exploratory study on readymade garments employees in Bangladesh, Business Strategy Series, 12(3).
• 33. Rębilas R., 2014, Finansowanie inwestycji przedsiębiorstw, Difin, Warszawa.
• 34. Ringle C.M., Wende S., Becker J.-M., 2015, SmartPLS 3. Boenningstedt: SmartPLS GmbH, Available at: http://www.smartpls.com.
• 35. Rodwell J.J., Kienzle R., Shadur M.A., 1998, The relationship among work-related perceptions, employee attitudes, and employee performance: The integral role of communications, Human Resource Management, 37(3-4).
• 36. Rosen C.C., Kacmar K.M., Harris K.J., Gavin M.B., Hochwarter W.A., 2017, Workplace politics and performance appraisal: A two-study, multilevel field investigation, "Journal of Leadership & Organizational Studies", 24(1).
• 37. Rubel M.R.B., Kee D.M.H., 2015, Perceived fairness of performance appraisal, promotion opportunity and nurses turnover intention: The role of organizational commitment, Asian Social Science, 11(9).
• 38. Sabir R.I., Akhtar N., Zakir U., Nadeem I., Rehman A.U., 2014, Impact of Job Stress on Consumer Satisfaction with Role of Mediating Variables (Employee Satisfaction and Employee Performance): A Study of Punjab Emergency Service (Rescue 1122) Sahiwal, Pakistan, "Journal of Asian Business Strategy", 4(5).
• 39. Salimäki A., Jämsén S., 2010, Perceptions of politics and fairness in merit pay, "Journal of Managerial Psychology", 25(3).
• 40. Saunders M., Lewis P., 2015, Research methods for business students (Vol. 7), Pearson Education Limited.
• 41. Sroka W., Vveinhardt J., 2018, Nepotism and favouritism in the steel industry: a case study analysis, Forum Scientiae Oeconomia, 6(1).
• 42. Sroka W., Vveinhardt J., 2017, Nepotism and favoritism in the steel sector: are these phenomena prevalent?, [In:] Proceedings of the 5th International Scientific Conference Innovation Management, Entrepreneurship and Sustainability, 25-26 May 2017, Prague.
• 43. Subramaniam C., Ali H., Shamsudin F.M., 2012, Initial emergency response performance of fire fighters in Malaysia, "International Journal of Public Sector Management", 25(1).
• 44. Szczepańska-Woszczyna K., 2015, Responsible leadership contribution to human resource management-a study of CSR-hr interface, Procedia Economics and Finance, 34.
• 45. Szczepańska-Woszczyna K., Dacko-Pikiewicz Z., Lis M., 2015, Responsible leadership: a real need or transient curiosity, Procedia-Social and Behavioral Sciences, 213.
• 46. Tribune, 2018, Rescue 1122 meeting appraises annual performance, The Express Tribune.
• 47. Tziner A., Latham G.P., Price B.S., Haccoun R., 1996, Development and validation of a questionnaire for measuring perceived political considerations in performance appraisal, "Journal of Organizational Behavior", 17(2).
• 48. Vigoda-Gadot E., 2007, Leadership style, organizational politics, and employees’ performance: An empirical examination of two competing models, Personnel Review, 36(5).
• 49. Vigoda E., 2000, Organizational politics, job attitudes, and work outcomes: Exploration and implications for the public sector, "Journal of Vocational Behavior", 57(3).
• 50. Vveinhardt J., Sroka W., 2017, Mobbing and harassment in the steel enterprises, Metalurgija, 56(1-2).
• 51. Wang P., Walumbwa F.O., Wang H., Aryee S., 2013, Unraveling the relationship between family-supportive supervisor and employee performance, Group & Organization Management, 38(2).

Uwagi

Opracowanie rekordu w ramach umowy 509/P-DUN/2018 ze środków MNiSW przeznaczonych na działalność upowszechniającą naukę (2018).