Employee Reactions to Perceived Political Motives in Performance Appraisal

Simple item page
dc.contributor.advisorCampion, James E.
dc.contributor.committeeMemberWitt, L. Alan
dc.contributor.committeeMemberWerner, Steve
dc.contributor.committeeMemberMilam, Alex
dc.creatorSilva, Kimberly T.
dc.date.accessioned2019-01-31T22:51:06Z
dc.date.available2019-01-31T22:51:06Z
dc.date.createdDecember 2018
dc.date.issued2018-12
dc.date.submittedDecember 2018
dc.date.updated2019-01-31T22:51:06Z
dc.description.abstractSupervisors claim to inflate, deflate, or otherwise manipulate performance ratings to achieve personal goals (Longenecker, Sims, & Gioia, 1987). While we know these goals impact performance ratings (e.g., Wang, Wong, & Kwong, 2010), it is unclear how (or if) supervisors’ goals influence employee reactions to performance appraisal. To test this idea, I first grouped supervisors’ goals into two political motives categories based on theory of negative and positive politics (Davis & Gardner, 2004): rater-serving motives and employee-serving motives. Next, framed by attribution theory (Weiner, 1985, 1995), I proposed a process whereby political motives influence employee perceptions of procedural justice, which evoke an emotional response, which impact perceptions of overall fairness. Further, I predicted that outcome favorability would moderate the process, such that the indirect effect holds when ratings are perceived unfavorable rather than favorable. Direct and indirect effects within the model were tested. Results indicated that rater-serving motives decrease perceptions of procedural justice, leading to a negative emotional response, and low perceived fairness. The indirect effect was magnified when appraisal outcomes were more unfavorable. The indirect effect from employee-serving motives to fairness was not significant. Contributions to organizational politics and overall fairness theory are discussed, as well as practical recommendations for approaching political motives in performance appraisal.
dc.description.departmentPsychology, Department of
dc.format.digitalOriginborn digital
dc.format.mimetypeapplication/pdf
dc.identifier.urihttps://hdl.handle.net/10657/3924
dc.language.isoeng
dc.rightsThe author of this work is the copyright owner. UH Libraries and the Texas Digital Library have their permission to store and provide access to this work. Further transmission, reproduction, or presentation of this work is prohibited except with permission of the author(s).
dc.subjectPerformance appraisal
dc.subjectOrganizational politics
dc.subjectRater motivation
dc.subjectAttribution theory
dc.subjectOverall fairness
dc.subjectProcedural justice
dc.subjectSensemaking theory
dc.subjectOutcome favorability
dc.titleEmployee Reactions to Perceived Political Motives in Performance Appraisal
dc.type.dcmiText
dc.type.genreThesis
thesis.degree.collegeCollege of Liberal Arts and Social Sciences
thesis.degree.departmentPsychology, Department of
thesis.degree.disciplinePsychology, Industrial and Organizational
thesis.degree.grantorUniversity of Houston
thesis.degree.levelDoctoral
thesis.degree.nameDoctor of Philosophy

Files

Original bundle

Now showing 1 - 1 of 1
Thumbnail Image
Name:
SILVA-DISSERTATION-2018.pdf
Size:
1.04 MB
Format:
Adobe Portable Document Format
Download

License bundle

Now showing 1 - 2 of 2
No Thumbnail Available
Name:
PROQUEST_LICENSE.txt
Size:
4.43 KB
Format:
Plain Text
Description:
Download
No Thumbnail Available
Name:
LICENSE.txt
Size:
1.81 KB
Format:
Plain Text
Description:
Download

Collections

Published ETD Collection