Fair performance appraisal system and employee satisfaction : the mediating role of trust in supervisor and perceived organizational politics

• Autorzy: Sumayya Ume , Raziq Abdul

Identyfikatory

DOI

10.17512/pjms.2019.19.1.31

Warianty tytułu

PL

Sprawiedliwy system oceny wydajności a satysfakcja pracowników : mediacyjna rola zaufania do nadzoru i postrzeganej polityki organizacyjnej

• Języki publikacji: EN

Abstrakty

EN

The purpose of this study is to test the relationship between the fair Performance Appraisal system (FPAS) dimensions and employee satisfaction dimensions. Furthermore, this research also seeks to test the mediating effect of trust in supervisor and perceived organizational politics in the association between the fair performance appraisal and employee satisfaction. The total of 406 respondents data were collected from the banking sector of Pakistan through a convenient sampling technique. The Structural Equation Modelling (SEM) was employed to test the mediating effect of trust in supervisor and the perceived organizational politics in the association between the fair performance appraisal and employee satisfaction. The study reveals that trust in supervisor has partially mediated between the fair performance appraisal dimensions and employee satisfaction dimension whereas perceived organizational politics has fully mediated between the fair performance appraisal dimensions and employee satisfaction dimension. Previous studies have tested the performance appraisal system relationship with employee satisfaction. Whereas this research, according to the authors, is the first study, which has tested the trust in supervisor and perceived organizational politics in six different mediating models. The current study has been a pioneer in examining the mediating relationship between air performance appraisal system and employee satisfaction in the context of different appraisal techniques, appraisal process and implementation. During the performance appraisal evaluation process, organizations should monitor different aspects of employee satisfaction in order to foster a positive fair appraisal system for employees. The study framework is significant in practically testing other contexts for comparison. The managerial implications are based on the present findings to improve the appraisal system or way of evaluation in the organization.

PL

Celem artykułu jest zbadanie związku między sprawiedliwymi wymiarami systemu oceny wydajności (FPAS) a wymiarami zadowolenia pracowników. Ponadto badania te mają również na celu analizę pośredniego wpływu zaufania na przełożonego i postrzeganej polityki organizacyjnej w do rzetelnej oceną wyników a satysfakcji pracowników. Łącznie z sektora bankowego Pakistanu za pomocą celowej techniki zbierania próby badzwczej, zgromadzono 406 wypełnionych formularzy ankiet. Modelowanie równań strukturalnych (SEM) wykorzystano do przetestowania pośredniego wpływu zaufania do przełożonego i postrzeganej polityki organizacyjnej w związku między rzetelną oceną wyników a zadowoleniem pracowników. Badanie ujawnia, że zaufanie do przełożonego miało częściowo znaczenie w relacjach między wymiarami oceny rzetelnych wyników a wymiarem satysfakcji pracowników, podczas gdy postrzegana polityka organizacyjna miała duże znaczenie w relacjach między wymiarami oceny rzetelnych wyników a wymiarem satysfakcji pracowników. Wcześniejsze badania testowały relację systemu oceny wydajności z satysfakcją pracowników. Badania te, według autorów, są pierwszym badaniem, które sprawdzało zaufanie do przełożonego i postrzeganie polityki organizacyjnej w sześciu różnych modelach mediacji. Obecne badanie jest pionierskim w badaniu związku pośredniczącego między systemem oceny wyników a satysfakcją pracowników w kontekście różnych technik oceny, procesu oceny i wdrażania. Podczas procesu oceny wyników organizacje powinny monitorować różne aspekty zadowolenia pracowników, aby wspierać pozytywny system uczciwej oceny pracowników. Ramy badania są istotne w praktycznym testowaniu innych kontekstów dla porównania. Implikacje zarządcze opierają się na obecnych odkryciach w celu ulepszenia systemu oceny lub sposobu oceny w organizacji.

Słowa kluczowe

EN

performance appraisal; employee satisfaction; organization justice; trust in supervisor; perceived organizational politics

PL

ocena wydajności; zadowolenie pracowników; sprawiedliwość organizacji; zaufanie do nadzorcy; postrzegana polityka organizacyjna

• Wydawca: Czestochowa University of Technology
• Czasopismo: Polish Journal of Management Studies
• Rocznik: 2019
• Tom: Vol. 19, No. 1
• Strony: 404--420
• Opis fizyczny: Bibliogr. 45 poz., rys., tab.

Twórcy

autor

Sumayya Ume

• Scholar, Faculty of Business Administration, Iqra University, Karachi, Pakistan

autor

Raziq Abdul

• Dean Faculty of Business Administration, Iqra University, Karachi, Pakistan

Bibliografia

• 1. Anjum M.N., Ding Y., Shangguan D., Ahmad I., Ijaz M.W., Farid H.U., Yagoub Y.E., Zaman M., Adnan M., 2018, Performance evaluation of latest integrated multi-satellite retrievals for Global Precipitation Measurement (IMERG) over the northern highlands of Pakistan, “Atmospheric Research”, 205.
• 2. Asiabar A.S., Biglar M., Manesh P.A., Moslehi S., 2013, Job satisfaction and development of a human resource management policy, “Strategii manageriale”, p. 27.
• 3. Aureli S., Salvatori F., 2012, An Investigation on Possible Links between Riska Management, Performance Measurement and Reward Schemes, “Accounting and Management Information Systems”, 11(3).
• 4. Boachie-Mensah F., Dogbe O.D., 2011, Performance-Based pay as a motivational tool for achieving organisational performance: an exploratory case study, “International Journal of Business and Management”, 6(12).
• 5. Buchner T.W., 2007, Performance management theory: A look from the performer's perspective with implications for HRD, “Human Resource Development International”, 10(1).
• 6. Camerman J., Cropanzano R., Vandenberghe C., 2007, The benefits of justice for temporary workers, “Group & Organization Management”, 32(2).
• 7. Corbie-Smith G., Adimora A.A, Youmans S., Muhammad M., Blumenthal C., Ellison A., Wynn M., 2011, Project GRACE: A staged approach to development of a community - Academic partnership to address HIV in rural African American communities, “Health Promotion Practice”, 12(2).
• 8. Cropanzano R., Howes J.C., Grandyey A.A., Toth P., 1997, The relationship of organizational politics and support to work behaviors, attiudes, and stress, “Journal of Organizational Behavior”, 18(2).
• 9. Danish R.Q., Humayon A.A., Aslam N., Usman A., Tariq M.I., 2014, Employee’s Perceptions of Organizational Politics and Stress at Workplace; A Comparative Study of Public and Private Sector Universities, “Research Journal of Recent Sciences”.
• 10. Dello R.S., Miraglia M., Borgogni L., 2017, Reducing Organizational Politics in Performance Appraisal: The Role of Coaching Leaders for Age-Diverse Employees, “Human Resource Management”, 56(5).
• 11. DeNisi A.S., Murphy K.R., 2017, Performance appraisal and performance management: 100 years of progress?, “Journal of Applied Psychology”, 102(3).
• 12. Ducharme M.J., Singh P., Podolsky M., 2005, Exploring the links between performance appraisals and pay satisfaction, “Compensation & Benefits Review”, 37(5).
• 13. Ferris G.R., Frink D.D., Galang M.C., Zhou J., Kacmar K.M., Howard J.L., 1996, Perceptions of organizational politics: Prediction, stress-related implications, and outcomes, “Human relations”, 49(2).
• 14. Giles W.F., Mossholder K.W., 1990, Employee reactions to contextual and session components of performance appraisal, “Journal of Applied Psychology”, 75(4).
• 15. Greenberg J., 2011, Organizational justice: The dynamics of fairness in the workplace, [In:] S. Zedeck (Ed.), APA Handbooks in Psychology. APA handbook of industrial and organizational psychology, Vol. 3, Maintaining, expanding, and contracting the organization (pp. 271-327), Washington, DC, US: American Psychological Association.
• 16. 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).
• 17. 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).
• 18. Haque A.U., Kot S., Imrna M., 2019, The moderating role of environmental disaster in relation to microfinance's non-financial services and women's micro-enterprise sustainability, "Journal of Security and Sustainability Issues", 8(3).
• 19. Ibeogu P.H., Ozturen A., 2015, Perception of justice in performance appraisal and effect on satisfaction: Empirical findings from Northern Cyprus Banks, “Procedia Economics and Finance”, 23.
• 20. Imran M., Haque A.U., Rębilas R., 2018, Performance Appraisal Politics and Employees' Performance in Distinctive Economies, “Polish Journal of Management Studies”, 18(2).
• 21. Javed Z., Tariq S., 2015, Perceived Organizational Justice, Perceived Organizational Support, and Employee Engagement in Rescue 1122 Employees, “Market Forces”, 10(1).
• 22. Jawahar I.M., Liu Y., 2016, Proactive personality and citizenship performance: The mediating role of career satisfaction and the moderating role of political skill, “Career Development International”, 21(4).
• 23. Jordan J.L., Jordan D.N., 1993, Satisfaction with performance appraisal ratings, “Psychological Reports”, 72(3_suppl).
• 24. Jundt D.K., Shoss M.K., Huang J.L., 2015, Individual adaptive performance in organizations: A review, “Journal of Organizational Behavior”, 36(S1).
• 25. Kacmar K.M., Wayne S.J., Wright P.M., 1996, Subordinate Reactions to the Use of Imperssion Management Tactics and Feedback by the Supervisor, “Journal of Managerial Issues”, 8(1).
• 26. Keeping L.M., Levy P.E., 2000, Performance appraisal reactions: Measurement, modeling, and method bias, “Journal of applied psychology”, 85(5).
• 27. Kim T., Holzer M., 2016, Public employees and performance appraisal: A study of antecedents to employees’ perception of the process, “Review of Public Personnel Administration”, 36(1).
• 28. Kline R.B., 2005, Principles and Practice of Structural Equation Modeling, (2nd Edition ed.), New York: The Guilford Press.
• 29. Kluger A.N., DeNisi A., 1996, The effects of feedback interventions on performance: A historical review, a meta-analysis, and a preliminary feedback intervention theory, “Psychological bulletin”, 119(2).
• 30. Kurtessis J.N., Eisenberger R., Ford M.T., Buffardi L.C., Stewart K.A., Adis C.S., 2017, Perceived organizational support: A meta-analytic evaluation of organizational support theory, “Journal of Management”, 43(6).
• 31. Lai Wan H., 2007, Human capital development policies: enhancing employees' satisfaction, “Journal of European Industrial Training”, 31(4).
• 32. Lau P.Y.Y., Tong J.L.T., Lien B.Y.H., Hsu Y.C., Chong C.L., 2017, Ethical work climate, employee commitment and proactive customer service performance: Test of the mediating effects of organizational politics, “Journal of Retailing and Consumer Services”, 35.
• 33. Levy P.E., Williams J.R., 2004, The social context of performance appraisal: A review and framework for the future, “Journal of Management”, 30(6).
• 34. Levy P.E., Tseng S.T., Rosen C.C., Lueke S.B., 2017, Performance Management: A Marriage between Practice and Science-Just Say “I do”, [In:] Research in personnel and human resources management, (pp. 155-213), Emerald Publishing Limited.
• 35. Luthans F., Norman S.M., Avolio B.J., Avey J.B., 2008, The mediating role of psychological capital in the supportive organizational climate-employee performance relationship, “Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior”, 29(2).
• 36. Miao Q., Newman A., Schwarz G., Xu L., 2013, Participative Leadership and the Organizational Commitment of Civil Servants in China: The Mediating Effects of Trust in Supervisor, “British Journal of Management”, 24.
• 37. Milkovich G.T., Boudreau J.W., 1997, Personnel/human resource management: A diagnostic approach, Homewood, IL: Richard Irwin.
• 38. Murphy K.R., Cleveland J.N., 1991, Performance appraisal: An organizational perspective, Allyn & Bacon.
• 39. Nassar M.A., Zaitouni M., 2015, Perceived performance appraisal justice in Egyptian chain hotels, “International Journal of Culture, Tourism and Hospitality Research”, 9(3).
• 40. Palaiologos A., Papazekos P., Panayotopoulou L., 2011, Organizational justice and employee satisfaction in performance appraisal, “Journal of European Industrial Training”, 35(8).
• 41. 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).
• 42. Rajnoha R., Lorincová S., 2015, Strategic Management of Business Performance Based on Innovations and Information Support in Specific Conditions of Slovakia. “Journal of Competitiveness” 7(1).
• 43. Saleem H., 2015, The impact of leadership styles on job satisfaction and mediating role of perceived organizational politics, “Procedia-Social and Behavioral Sciences”, 172.
• 44. Spence J.R., Keeping L., 2011, Conscious rating distortion in performance appraisal: A review, commentary, and proposed framework for research, “Human Resource Management Review”, 21(2).
• 45. Ye J., Cardon M.S., Rivera E., 2012, A mutuality perspective of psychological contracts regarding career development and job security, “Journal of Business Research”, 65(3).

Uwagi

Opracowanie rekordu w ramach umowy 509/P-DUN/2018 ze środków MNiSW przeznaczonych na działalność upowszechniającą naukę (2019).