The relationship between performance appraisal system and employees' voice behavior through the mediation-moderation mechanism

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Khalid Rasheed Memon ◽  
Bilqees Ghani
Keyword(s):  
Performance Appraisal ◽  
Psychological Empowerment ◽  
Vital Role ◽  
Voice Behavior ◽  
Perceived Fairness ◽  
Appraisal System ◽  
Empowering Leadership ◽  
Content Type ◽  
Performance Appraisal System ◽  
The Relationship

PurposeThe purpose of this study is to investigate and articulate the performance appraisal process as a tool, used for the development of voice behavior through the fostering of trustworthiness and empowering culture in the organization.Design/methodology/approachData has been collected through survey instruments, filled by employees and their coworkers. The study proposes and tests a new model based on the relationship between performance appraisal and voice behavior through the moderation-mediation mechanism. Data analysis has been performed using SEM through SMART PLS 3.FindingsResults show that a strong and positive relationship exists between performance appraisal and voice behavior through the mediating variable of psychological empowerment. The moderators, empowering leadership and perceived fairness have played vital role in boosting psychological empowerment and strengthening the relationship with performance appraisal.Research limitations/implicationsThe study presents the performance appraisal system as one of the antecedents of employees' voice behavior generated through psychological empowerment (mediator) and perceived fairness and empowering leadership (moderators) since the appraisal system is to be implemented through the leader.Originality/valueThe study presents a unique and innovative idea while it tries to explore and measure the different effects/impacts of the relationship between performance appraisal and voice behavior.

Does emotional intelligence and empowering leadership affect psychological empowerment and work engagement?

2020 ◽  
Vol 41 (8) ◽  
pp. 971-991
Author(s):  
Saad M. Alotaibi ◽  
Muslim Amin ◽  
Jonathan Winterton
Keyword(s):  
Emotional Intelligence ◽  
Work Engagement ◽  
Psychological Empowerment ◽  
Staff Nurses ◽  
Empowering Leadership ◽  
Private Hospitals ◽  
Content Type ◽  
High Level ◽  
The Relationship

PurposeThe objective of this study is to investigate the role of emotional intelligence and empowering leadership in enhancing psychological empowerment and work engagement in private hospitals.Design/methodology/approachA total of 500 questionnaires were distributed to staff nurses at five private hospitals in Riyadh, Saudi Arabia, 100 questionnaires to each hospital, with an achieved response rate of 34.8%.FindingsThe results show statistically significant positive relationships between emotional intelligence, empowering leadership, psychological empowerment and work engagement. The relationship between emotional intelligence and work engagement and psychological empowerment and work engagement were not significant.Research limitations/implicationsThe study found that employees who have a high level of emotional intelligence and the positive stimulus of empowering leadership demonstrate enhanced psychological empowerment and work engagement.Practical implicationsA better understanding of the role of EI and EL in enhancing psychological empowerment and work engagement could help hospitals reduce turnover among nurses and improve their relationships with patients, as well as maintaining competitive advantage.Originality/valueThe study provides evidence to support the effect of EI on empowering leadership, psychological empowerment and work engagement in private hospitals.

Growing pains: problems in the performance appraisal of China's state-owned enterprises transformed from governmental organizations

2012 ◽  
Vol 2 (8) ◽  
pp. 1-10
Author(s):  
Huang Gui ◽  
Fu Chunguang ◽  
Chen Jingli ◽  
Pan Minting
Keyword(s):  
Performance Management ◽  
Performance Appraisal ◽  
Management System ◽  
Assessment System ◽  
Performance Management System ◽  
Appraisal System ◽  
Content Type ◽  
Governmental Organization ◽  
Growing Pains ◽  
Performance Appraisal System

Study level/applicability This case is suitable for undergraduates, MBA students and students from business administration departments in the teaching of human resources management and performance management. Case overview Luodian Electric Power Construction Corporation Group (LEPCC Group) is a state owned enterprise transformed from a construction unit of Luopu Power Supply Bureau (LPSB), a governmental organization in charge of all the electricity supply in Luopu City. The general manager of LEPCC, Gu Ming tried to set up a modern market-oriented management system for LEPCC. Unfortunately the problems that had accumulated in the past two decades during which LEPCC was a governmental organization made his reforms very difficult. The first headache for Gu Ming was the performance appraisal reform in LEPCC. The existing performance appraisal system seemed to have at least three problems in practice: unclear appraisal objectives, an improper assessment system, a different appraisal standard for similar positions. What should Gu Ming do to build a proper performance appraisal system to help the fast-growing LEPCC Group to make LEPCC a competitive market-oriented player? Expected learning outcomes The first objective of this case is to enable students to understand that the issues of working performance are issues of people first, rather than issues of the management system. If the management focuses on the system instead of on the staff of the company to design the performance management system, the system will be fruitless and inefficient. The second objective is to cultivate students' capability to apply the basic theories of human resource management and the knowledge of performance appraisal in case analysis and practical management. This case, seemingly about performance appraisal, is in fact about the organizational structure and processes of the organization. Reform should start with organizational analysis, job analysis and job descriptions. Only when all these have been done correctly, can the performance management system be designed more reasonably, scientifically and efficiently. Supplementary materials Teaching notes are available; please consult your librarian for access.

Structural determinants of psychological well-being for knowledge workers in South Korea

2016 ◽  
Vol 45 (5) ◽  
pp. 1069-1086 ◽  
Author(s):  
Baek-Kyoo (Brian) Joo ◽  
Jong Gyu Park ◽  
Taejo Lim
Keyword(s):  
South Korea ◽  
Goal Orientation ◽  
Psychological Empowerment ◽  
Knowledge Workers ◽  
Well Being ◽  
Cross Sectional Survey ◽  
Empowering Leadership ◽  
Cross Sectional ◽  
Content Type ◽  
The Relationship

Purpose – Employee well-being has been an under-researched area in the field of human resources (HR) and organizational behavior. The purpose of this paper is to investigate personal (learning goal orientation (LGO)), contextual (empowering leadership), and job-related (psychological empowerment) antecedents of psychological well-being (PWB). Design/methodology/approach – Individual perceptions of knowledge workers in nine Korean consulting firms in South Korea were obtained using a cross-sectional survey. HR managers distributed paper versions of a survey questionnaire to 400 employees, and 334 usable questionnaires were collected, giving the authors a final response rate of 83.5 percent. Findings – As a result of structural equation modeling analysis, the level of employees’ psychological empowerment turned out to partially mediate the relationship between LGO and PWB, while fully mediating the relationship between empowering leadership and PWB. LGO and perceived empowering leadership accounted for 54 percent of the variance in psychological empowerment and the three antecedents explained 47 percent of the variance in PWB. Research limitations/implications – This study relied on a cross-sectional survey method with potential common method bias. As a result of the single-factor test, however, it is unlikely to confound the interpretations of the results. Another limitation of this study is that the sample of this study was restricted to knowledge workers with relatively high cognitive ability since they were mostly junior male managers with four-year college or graduate degrees. Practical implications – To enhance perceived empowerment and PWB, HR, and OD practitioners can support employees and their managers by providing relevant HR practices and services including developing supportive empowering leaders with effective coaching skills, hiring, and developing employees with higher LGO, and redesigning jobs for employees so they feel more empowered. Originality/value – This study linked four emerging subjects in management and positive psychology: goal orientation, empowering leadership, psychological empowerment, and well-being research. The theoretical contribution of this study lies in that it is one of the first attempts to investigate the relationships among LGO, psychological empowerment, and PWB specifically for knowledge workers in South Korea.

Performance Appraisal System Effectiveness

2019 ◽  
pp. 372-396
Author(s):  
Chandra Sekhar Patro
Keyword(s):  
Performance Appraisal ◽  
Appraisal System ◽  
Destructive Effect ◽  
Productivity Level ◽  
Performance Appraisal System ◽  
Successful Execution ◽  
Appraisal Systems ◽  
Almost All ◽  
Relationship Of ◽  
The Relationship

Performance appraisal system (PAS) has been noticed to be one of the most challenging activities of human resource management and is even a destructive effect on the relationship of employees and employers. It not only motivates the employee but also improves the productivity level of an organization. Performance appraisal is considered to be a key instrument and is practiced in almost all types of organizations, but with a few differences. In an effort to change the behaviors and attitudes of employees in the organizations, performance appraisal systems have incorporated the new values and desired behaviors. In this contemporary state the organizations have become more enthusiastic to augment the performance of their employees. The chapter aims at identifying the performance appraisal system undertaken in the organizations and its influence on employees' competency and efficiency. It emphasizes on the problems and consequences faced by the organizations, and also the best practices undertaken for successful execution.

Performance Appraisal System Effectiveness

2017 ◽  
pp. 156-180
Author(s):  
Chandra Sekhar Patro
Keyword(s):  
Performance Appraisal ◽  
Appraisal System ◽  
Destructive Effect ◽  
Productivity Level ◽  
Performance Appraisal System ◽  
Successful Execution ◽  
Appraisal Systems ◽  
Almost All ◽  
Relationship Of ◽  
The Relationship

Performance appraisal system (PAS) has been noticed to be one of the most challenging activities of human resource management and is even a destructive effect on the relationship of employees and employers. It not only motivates the employee but also improves the productivity level of an organization. Performance appraisal is considered to be a key instrument and is practiced in almost all types of organizations, but with a few differences. In an effort to change the behaviors and attitudes of employees in the organizations, performance appraisal systems have incorporated the new values and desired behaviors. In this contemporary state the organizations have become more enthusiastic to augment the performance of their employees. The chapter aims at identifying the performance appraisal system undertaken in the organizations and its influence on employees' competency and efficiency. It emphasizes on the problems and consequences faced by the organizations, and also the best practices undertaken for successful execution.

Lessons for improving your formal performance appraisal process

2017 ◽  
Vol 16 (1) ◽  
pp. 32-38 ◽  
Author(s):  
Clinton Longenecker ◽  
Laurence Fink
Keyword(s):  
Focus Groups ◽  
Performance Appraisal ◽  
Design Methodology ◽  
Value Added ◽  
Appraisal System ◽  
Content Type ◽  
Performance Appraisal System ◽  
Performance Appraisal Process ◽  
Appraisal Systems ◽  
Practical Implications

Purpose The purpose of this paper is to identify the specific steps organizations can take to create value-added appraisal systems. Design/methodology/approach The authors synthesize 30 years of their research, including countless focus groups and surveys with managers at all levels, to identify the specific steps organizations can take to create value-added appraisal systems. Findings The paper explains ten key lessons for improving any organization’s performance appraisal system. Practical implications The authors believe that the lessons described in this paper can be applied in all organizations, and not to apply these lessons invites ineffective and potentially destructive appraisal practices. Originality/value The paper provides a unique set of lessons that organizations can use to design or re-design their performance appraisal systems and practices.

Is it time to do away with Annual Performance Appraisal System?

2016 ◽  
Vol 24 (3) ◽  
pp. 7-10 ◽  
Author(s):  
Anita Sarkar
Keyword(s):  
Performance Management ◽  
Performance Appraisal ◽  
Feedback Mechanism ◽  
Team Work ◽  
Appraisal System ◽  
Content Type ◽  
Performance Appraisal System ◽  
Employee Attrition ◽  
Traditional Performance ◽  
New System

Purpose The purpose of this paper is to describe factors that determine scrapping of traditional performance appraisal system. Design/methodology/approach The study explains how the new system of feedback giving is aligned with the requirement of performance management system. Findings Traditional performance appraisal often created employee dissatisfaction, stalled employee creativity and team work, and increased employee attrition and missed out on performance improvement of employees. New check-in system promises to develop employees on the basis of continuous feedback mechanism. Originality/value This paper aims to provides insights on how the new system of performance management is connected to overall needs of the organization and the employees.

Transformational leadership and voice behaviors

2018 ◽  
Vol 47 (3) ◽  
pp. 694-708 ◽  
Author(s):  
Shyh-Jer Chen ◽  
Miao-Ju Wang ◽  
Shih-Han Lee
Keyword(s):  
Transformational Leadership ◽  
Design Methodology ◽  
Meaningful Work ◽  
Vital Role ◽  
Voice Behavior ◽  
Cross Sectional ◽  
Content Type ◽  
Questionnaire Method ◽  
The Relationship ◽  
Prohibitive Voice

Purpose The purpose of this paper is to argue that, in situations where transformational leadership (TL) is in effect, perceived meaningfulness in work plays a vital role in generating intrinsic motivation among employees; specifically, this can influence employees to endeavor to benefit their organizations through engaging in voice behavior. Design/methodology/approach In this empirical study, a cross-sectional dyad questionnaire method was adopted to collect data from 172 employees from 40 companies. Findings The results show that perceiving work as meaningful is positively related, through a direct effect, to promotive and prohibitive voice behaviors. Further, employees perceiving their work as meaningful were found to fully mediate the relationship between TL and promotive voice behavior, but not prohibitive voice behavior. These results indicate that employees under TL who consider their jobs to be meaningful engage in more voice behaviors that might eventually benefit their organizations. Originality/value This study demonstrates that meaningful work is a considerable predictor of voice behavior. The results show that when a person experiences TL, it increases the chances that they perceive their work as meaningful, which in turn encourages them to engage in voice behavior that can benefit their organization. The findings from this research suggest that organizations can create “win-win” situations that benefit both their employees and the organizations themselves.

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