Politicisation of performance appraisals

Sonia Swanepoel · Petrus Albertus Botha · Nancy B. Mangonyane

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Employee Performance and Management Job Satisfaction and Organizational Behavior Human Resource and Talent Management

Abstract

Orientation: Employees are a source of competitive advantage for organisations and human resource management seek to promote employee efficiency. One of the tools organisations utilise to achieve this goal is performance appraisals.Research purpose: The purpose of this study was to investigate the weaknesses in performance appraisal and to determine whether it is politicised in the North West Department of Health and Social Development in South Africa.Motivation for study: Many organisations either ignore the existence of politics in the appraisal process or assume that its impact can be minimised if they refine their appraisal instruments. Executives admit that, in appraising others, they often intentionally avoid meeting the goal of accuracy in favour of achieving goals that have more to do with exercising discretion and maintaining departmental effectiveness. Ironically, these same executives lament that the appraisals they receive often do not accurately represent their abilities and performance (Gioia & Longenecker, 1994).Research approach, design and method: Self-administered questionnaires were used as a means of collecting data and analysis was done through the use of the Statistical Package for the Social Sciences (SPSS).Main findings: The results of the study showed that respondents believe that performance appraisals are highly politicised.Practical/managerial implications: If used effectively, performance appraisals may improve employee productivity and efficiency as well as motivation and performance. However, if performance appraisal is perceived as unfair and political, it can diminish rather than enhance employee attitudes and performance.Contribution: Amongst others, it is recommended that managers should consider separating assessment for development and assessment for rewards.

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1989The Practice of Social Research 2001Justice at the millennium: A meta-analytic review of 25 years of organizational justice research.2000Practice of Social Research 2004Organizational Justice and Stress: The Mediating Role of Work-Family Conflict.1998The effects of organizational citizenship behavior on performance judgments: A field study and a laboratory experiment.1980The Experience of Workplace Politics 1987Behind the Mask: The Politics of Employee Appraisal 2011Human Resource Management in South Africa

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2019Moderating Effect of Employee Participation on Factors that Determine Effective Performance Appraisal (EPA): Data Screening and Preliminary Analysis 2015Perceived effectiveness of a performance management system 2019Effectiveness of Performance Appraisal (EPA): Does Distributive Fairness and Employee Participation Matter?: A Conceptual Framework 2020The Moderating Effect of Employee Satisfaction on the Relationship of Goal-Setting and Purposes, Fairness and Rating Scale Format with Employee Job Performance 2021

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