An Empirical Study of the Relationship between Performance Appraisal Politics and Job Satisfaction
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.
Volume (Year): (2011)
Issue (Month): 1(1) (March)
|Contact details of provider:|| Web page: http://journals.univ-danubius.ro/index.php/oeconomica/|
More information through EDIRC
References listed on IDEAS
Please report citation or reference errors to , or , if you are the registered author of the cited work, log in to your RePEc Author Service profile, click on "citations" and make appropriate adjustments.:
- 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.
When requesting a correction, please mention this item's handle: RePEc:dug:actaec:y:2011:i:1:p:5-19. See general information about how to correct material in RePEc.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Daniela Robu)
If you have authored this item and are not yet registered with RePEc, we encourage you to do it here. This allows to link your profile to this item. It also allows you to accept potential citations to this item that we are uncertain about.
If references are entirely missing, you can add them using this form.
If the full references list an item that is present in RePEc, but the system did not link to it, you can help with this form.
If you know of missing items citing this one, you can help us creating those links by adding the relevant references in the same way as above, for each refering item. If you are a registered author of this item, you may also want to check the "citations" tab in your profile, as there may be some citations waiting for confirmation.
Please note that corrections may take a couple of weeks to filter through the various RePEc services.