Effect of rating discrepancy on turnover intention and leader-member exchange

Kwak, Won Jun; Choi, Suk Bong

doi:10.1007/s10490-015-9414-3

Cited by 7 publications

(5 citation statements)

References 73 publications

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“…This is the first study to empirically confirm that in contrast to PMSF, the PMSA constituent of PMSE explains a higher variance in employee outcomes. The study provides greatly essential pragmatic support to the conjecture that PMSs advance work engagement (Mone and London, 2014;Gruman and Saks, 2011) and lower turnover intention (Kwak and Choi, 2015).…”

mentioning

confidence: 53%

“…Human resource management (HRM) practices, like PMS, are the most direct organizational systems that influence employee outcomes like TI (Fabi et al, 2015;Chang et al, 2013;Biron and Boon, 2013). Studies hint that employee perception of poor PMS practices makes them prone to consider quitting the organization (Mishra, 2019;Kwak and Choi, 2015;Brown et al, 2010). Conversely, employee satisfaction with performance management lowers their intention to quit (Jawahar, 2007).…”

Section: Pms Effectiveness (Pmse) Turnover Intention (Ti) Psychologic...mentioning

confidence: 99%

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Relationship between perceived performance management system (PMS) effectiveness, work engagement and turnover intention: mediation by psychological contract fulfillment

Sharma

Agarwal

2021

BIJ

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PurposePerformance management systems (PMSs) are critical for organizational success, but research is undecided on their constructive influence and the means through which they impact work engagement and turnover intention. This study aims to fill this gap by surmising psychological contract fulfillment as a mediator in the relationship between PMS effectiveness (PMSE) and employee outcomes.Design/methodology/approachThe study uses a survey research design. Data were collected from 327 working professionals in India. The Statistical Package for Social Science Version 10.0 (SPSS 10.0) and the Analysis of Moments Structure (AMOS) 4.0 were used for data analyses.FindingsThe two-factor construct perceived PMSE was found to explain a larger variance in work engagement and turnover intention than the separate measures for its constituents PMS accuracy (PMSA) and PMS fairness (PMSF). Psychological contract fulfillment and work engagement were found to mediate the relationship between PMSE and turnover intention.Research limitations/implicationsThe study broadens the field of research on PMS in important ways. It demonstrates that the two-factor construct PMSE has a larger influence on employee outcomes in comparison to its constituent individual measures PMSA and PMSF. This is also the first study to suggest that in contrast to PMSF, PMSA explains a higher variance in employee outcomes.Practical implicationsThis study validates the strong relationship between PMSE and key employee outcomes. Besides PMSF, managers can use the findings of this study to focus on the “right things” or accuracy in the PMS context to enhance work engagement and reduce turnover.Social implicationsThe study findings will have value everywhere owing to the diffusion and convergence in the human resource management practices of multinational firms irrespective of their contexts (Ananthram and Nankervis, 2013).Originality/valueEarlier PMS studies have mostly been limited to either its fairness or accuracy and attended unduly to its appraisal element. This study adopts a systems vision of PMS and overcomes earlier drawbacks by investigating the role of both PMSA and PMSF in shaping employee outcomes. This is the first study to empirically confirm that in contrast to PMSF, the PMSA constituent of PMSE explains a higher variance in employee outcomes. The study provides greatly essential pragmatic support to the conjecture that PMSs advance work engagement (Mone and London, 2014; Gruman and Saks, 2011) and lower turnover intention (Kwak and Choi, 2015).

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mentioning

confidence: 53%

Section: Pms Effectiveness (Pmse) Turnover Intention (Ti) Psychologic...mentioning

confidence: 99%

Relationship between perceived performance management system (PMS) effectiveness, work engagement and turnover intention: mediation by psychological contract fulfillment

Sharma

Agarwal

2021

BIJ

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“…There seems to be no verification that the scores are divergent. The analysis carried out earlier by Kwak & Choi (2015) showed that differences in evaluations could have a major effect on employees' turnover intentions.…”

Section: Performance Appraisal Standardsmentioning

confidence: 99%

Relationship Between Perceived Performance Appraisal Effectiveness and Employee Turnover Intention in Lebanese Banks

Abboud¹

2021

EUrASEANs

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The study examines the relationship among perceived performance appraisals (PA) and retaining employees in Lebanese banks from a human resources management (HRM) viewpoint. As a consequence of regulatory demands and high levels of employee turnover, improvements are urgently required in Lebanon. The study explores the effects of perceived PA effectiveness on the employees in Lebanese banking sector and in particular explores the complexity of partnership between basic PA successful elements (targets, requirements, expectations, source and input and frequency) and the purposes of employee turnover. For data collection, a questionnaire has been distributed over 201 respondents. The obtained data has been then analyzed using SPSS. The results reveal that the expected efficacy of PA in Lebanese banking has a detrimental connection to the goals of employee turnover. Multiple linear regression (MLR) reveals the substantial intention for employee turnover within the banking industry as Lebanon as a feedback aspect of PA. Structural equation modeling (SEM) results show that three components of PA accounted for 37% of the improvement in workers purpose. The findings indicate that increased understanding of the PA systems will help to minimize the turnover intention.

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“…Employee's withdrawal from their organization and occupation and searching for other jobs is defined as employee turnover intention (Blau, 2007). In the literature turnover negative effects have been established (Kwak and Choi, 2015). Employee turnover affects organizational stability, productivity and financial performance (Tse et al, 2013).…”

Section: Turnover Intentionmentioning

confidence: 99%

Responsible leadership and employees’ turnover intention. Explore the mediating roles of ethical climate and corporate image

Yasin

2021

JKM

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Purpose Employee turnover, building a positive corporate image and ethical lapses in the corporate world demand business leaders to perform their jobs with a higher sense of responsibility. This study aims to investigate the mediating effect of ethical climate and corporate image by using the corporate social responsibility theory and social identity theory. Design/methodology/approach A sample of 280 employees from the banking sector of Pakistan was collected through a questionnaire-based survey by using the convenience sampling technique. The structural equation modeling technique using Smart partial least square was used to test the hypothesized model. Findings The findings of the study affirmed a significant positive correlation between responsible leadership and ethical climate and ethical climate is significantly positively correlated with corporate image. Meanwhile, the corporate image is negatively correlated with employees’ turnover intention. Results further corroborate ethical climate mediating effect between responsible leadership and corporate image and corporate image likewise mediates between ethical climate and employee turnover intention. Research limitations/implications This study enriches the present literature on the subject of responsible leadership, ethical climate, corporate image and turnover intention from the employee’s point of view. Elucidating from previous studies, most of the investigations about the corporate image was conducted from the customers’ perspective and there has been a scarcity of studies focusing on employees’ perspective. Practical implications This study guides a value proposition that is concerned with the turnover of employees for human resource professionals from the banking industry. It explores a new dimension of the debate on employee turnover intention. Originality/value This study marks the first step toward corporate image as an organizational behavior construct by demonstrating that corporate image impact turnover intention. This study tests a model that demonstrates the role of ethical climate and corporate image in the linkage between responsible leadership and employees’ turnover intention.

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Effect of rating discrepancy on turnover intention and leader-member exchange

Cited by 7 publications

References 73 publications

Relationship between perceived performance management system (PMS) effectiveness, work engagement and turnover intention: mediation by psychological contract fulfillment

Relationship between perceived performance management system (PMS) effectiveness, work engagement and turnover intention: mediation by psychological contract fulfillment

Relationship Between Perceived Performance Appraisal Effectiveness and Employee Turnover Intention in Lebanese Banks

Responsible leadership and employees’ turnover intention. Explore the mediating roles of ethical climate and corporate image

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