BACKGROUND: Performance management is pivotal in determining employee outcomes. Firms may face undesired consequences in the absence of an impartial and fair performance appraisal system. Organizational justice theory predicts the negative outcomes of performance appraisal politics that the study examines in the form of mediating and outcome variables. OBJECTIVES: There is a paucity of research regarding the impact of justice/fairness perceptions on employee outcomes in the performance appraisal context. Therefore, the study examines the effect of performance appraisal politics on deviant work behavior with the mediating role of job satisfaction. METHODS: Survey data were collected from 309 employees of banks through a likert type scale questionnaire. Structural equation modeling was used to test the model. RESULTS: The results show that performance appraisal politics is positively related to deviant work behaviors. The mediating role of job satisfaction in the relationship is also substantiated. CONCLUSIONS: The findings confirm the view of organizational justice theory regarding the negative impact of performance appraisal politics. The findings also highlight the need to design effective interventions to mitigate the negative effects of such politics. The study provides fresh insight into the dynamics of the interplay between performance appraisal politics, job satisfaction and deviant work behaviors.

The question of whether ability-related emotional intelligence (ability EI) predicts important life outcomes has attracted considerably more attention than the question of what ability EI consists of. In the present paper, the authors draw from the attitude and emotion literatures to suggest that the evaluation dimension of meaning is likely key in understanding how ability EI operates. Measures of ability EI predict the extent to which individuals can accurately evaluate words and measures of the latter type act as emotional intelligence measures. Extending this analysis, the paper reviews recent sources of data linking ability EI to attitudinal processes, such as those involved in attitude–behavior relationships and affective bipolarity. Individuals with high EI appear to experience their affect in more bipolar terms and they display evidence of greater decisiveness in their evaluations. Pursuing links of the present type will allow researchers to generate new predictions concerning the ability EI construct.

This study empirically examined the impact of breach of psychological contract on employees’ quality of life via the mediating mechanism of psychosomatic strain, while facilitating effect of power distance was also examined. Data were collected from a sample of 183 employees using a questionnaire. Results confirm that the breach of psychological contract declines employees’ quality of life, while mediating role of psychosomatic strain in this particular relationship was also established. Contrary to expectations, power distance does not act as a moderating variable. Implications, limitation and future research direction are discussed.

In this study we attempted to explore the effect of authentic leadership on followers’ feedback reactions in the performance appraisal context using trust in leader as the mediating variable. We collected data from a sample of 183 employees working in the information technology sector of Pakistan using a self-administered questionnaire, employing a cross-sectional study design with convenience sampling technique. The study provided empirical evidence about the effect of authentic leadership on performance feedback reactions and the associated mediating mechanism. It drew on authentic leadership theory and investigated why such a leadership style was important in making the performance appraisal process successful and effective. As hypothesized, authentic leadership significantly predicted perceived feedback accuracy and utility (two feedback reactions in performance appraisal). Our findings confirmed that there was a significant mediating effect of trust in leaders between authentic leadership and performance feedback reactions. The inferences drawn based on the results suggested that raters’ authenticity in performance appraisal context creates a trusting situation and leads to ratees’ perception of feedback accuracy and utility.

For maintaining a competitive mindset in a company there are different kinds of tactics used for knowledge sharing in an organization but there is a new concept known as knowledge hiding and we would be discussing how knowledge hiding could be beneficial for an organization. For better understanding and results this study is also supported by questionnaire data. The sample size comprised 123 respondents. The results indicate that knowledge hiding is negatively linked with project success and results further confirm the moderating role of task interdependence between knowledge hiding and project success.