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An Empirical Study of the Relationship between Performance Appraisal Politics and Job Satisfaction

Listed author(s):
  • Azman Ismail


    (National Defence University of Malaysia, Kuala Lumpur, Malaysia)

  • Noor Azmi Mohd Zainol


    (National Defence University of Malaysia, Kuala Lumpur, Malaysia)

  • Awangku Mohamad Najib


    (National Defence University of Malaysia, Kuala Lumpur, Malaysia)

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    Performance appraisal politics are viewed as a vital human resource management issue where it consists of two salient features: motivational motive and punishment motive. The ability of appraisers (e.g., immediate bosses/managers) to properly implement such appraisal politics in allocating performance ratings may have significant impact on job satisfaction. Although the nature of this relationship is important, little is known about the role of performance appraisal politics as a predicting variable in the performance appraisal models. Therefore, this study was conducted to examine the effect of performance appraisal politics on job satisfaction using 150 usable questionnaires gathered from employees who have worked in a national postal company in Sarawak, Malaysia. In initial data analysis, the results of exploratory factor analysis confirmed that the measurement scales used in this study satisfactorily met the standards of validity and reliability analyses. Further, in hypothesis testing, the outcomes of stepwise regression analysis showed that performance appraisal politics (i.e., motivational motive and punishment motive) significantly correlated with job satisfaction. Statistically, this result confirms that performance appraisal politics act as important predictors of job satisfaction in the studied organization. In addition, discussion, implications and conclusion are elaborated.

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    Article provided by Danubius University of Galati in its journal ACTA UNIVERSITATIS DANUBIUS. OECONOMICA.

    Volume (Year): (2011)
    Issue (Month): 1(1) (March)
    Pages: 5-19

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    Handle: RePEc:dug:actaec:y:2011:i:1:p:5-19
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    1. Rutherford, Brian & Boles, James & Hamwi, G. Alexander & Madupalli, Ramana & Rutherford, Leann, 2009. "The role of the seven dimensions of job satisfaction in salesperson's attitudes and behaviors," Journal of Business Research, Elsevier, vol. 62(11), pages 1146-1151, November.
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