Getting Ratees to Accept Performance Feedback: A Relational Approach

Baloch, Zainab; Iqbal, Muhammad Zahid; Ikramullah, Malik; Prooijen, Jan‐Willem van; Khan, Tamania

doi:10.1007/s11211-021-00370-3

Cited by 3 publications

(7 citation statements)

References 74 publications

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“…Consistent with previous PA research (e.g. Baloch et al. , 2021; Gorman and Rentsch, 2009; Hoffman et al.…”

Section: Methodssupporting

confidence: 91%

“…Consistent with previous PA research (e.g. Baloch et al, 2021;Gorman and Rentsch, 2009;Hoffman et al, 2012), raters watched two video-taped performances, good and poor, each of approximately 10 min duration.…”

Section: Methodsmentioning

confidence: 62%

“…, 2019). A notable reason is that PA professionals have shifted their focus from performance ratings to performance feedback (Baloch et al. , 2021; Dessler, 2020).…”

Section: Introductionmentioning

confidence: 99%

“…Rating accuracy has remained the center of research attention for quite a long time, but over the time, a decline in this research interest has taken place (Schleicher et al, 2019). A notable reason is that PA professionals have shifted their focus from performance ratings to performance feedback (Baloch et al, 2021;Dessler, 2020).…”

Section: Introductionmentioning

confidence: 99%

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Obliterating rating distortions: role of rater disposition and rating context

Ikramullah

Khalil

Iqbal

et al. 2022

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PurposeRecent performance appraisal (PA) literature suggests that alongside cognitive biases, rating distortions may stem from rater disposition and PA context. The study investigated the role of social value orientation (rater disposition), PA purposes and rater accountability (PA context) toward rating distortions at both performance levels, i.e. good and poor.Design/methodology/approachThe authors designed an experimental study and elicited data from N = 110 undergraduate students about two video-taped performances of good and poor performers. In these videos, two managers conducted assessment interviews of two different employees for the job of a sales representative at an information technology organization. To ensure the validity of performance ratings, the authors invited 10 senior managers to provide benchmark ratings of the video-taped performances. While being placed in two separate groups, the study participants gave performance ratings on both the video-taped performances. The authors used repeated-measures analysis to analyze data.FindingsThe results revealed that rating distortions took place not because of rater social value orientation, but the PA context. Different rating distortion patterns emerged for different levels of ratees' performance.Originality/valueThis study’s findings furnish new insights for assessing rating distortions for poor as well as good performers. Moreover, the results support previous findings that for good performers, accountable raters are tempted toward accurate ratings and refrained from deflation. Similarly, for poor performers, accountable raters do not inflate ratings. The findings will open research avenues to examine the role of PA purposes in rating distortions for different performance levels.

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“…Consistent with previous PA research (e.g. Baloch et al. , 2021; Gorman and Rentsch, 2009; Hoffman et al.…”

Section: Methodssupporting

confidence: 91%

Section: Methodsmentioning

confidence: 62%

“…, 2019). A notable reason is that PA professionals have shifted their focus from performance ratings to performance feedback (Baloch et al. , 2021; Dessler, 2020).…”

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Obliterating rating distortions: role of rater disposition and rating context

Ikramullah

Khalil

Iqbal

et al. 2022

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“…Holtz & Hu, 2017;Yuen Onn et al, 2018;Rana & Singh, 2021), human resource management (e.g. Warokka et al, 2012;Wong & Wong, 2017;Baloch et al, 2021), and organizational behavior (e.g. Kwantes & Bond, 2019;Shimamura et al, 2021;Liu et al, 2021).…”

Section: Introductionmentioning

confidence: 99%

The Impact of Organizational Justice on the Organizational Citizenship Behavior of Contract Workers in Indonesia: The Role of Exchange Quality and Multifocal Trust

Waskito

Kussudyarsana²,

Imronudin³

et al. 2023

GADJAH MADA INT. J. BUS.

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This study aims to examine the role of the double mediation of cognition-based trust and affect-based trust, along with the quality of the exchanges (perceived organizational support/POS and leader-member exchange/LMX), on the influence of organizational justice on organizational citizenship behavior (OCB). The survey involved 182 contract lecturers from the five top Muhammadiyah universities in Indonesia. Using structural equation models, this study has succeeded in demonstrating that the quality of the individual exchanges between supervisors and subordinates (LMX and affective-based trust) successfully mediate the sources of justice from the supervisors (interactional and informational justice). The quality of the individual exchanges with organizations (cognitive-based trust and POS) successfully mediate the sources of the organization (procedural justice). Implications for the theory and practice are discussed.

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Do managers’ negotiation styles make employees’ relational justice-emotional experiences links sporadic?

Iqbal

Shakoor

Ikramullah

et al. 2023

IJCMA

Self Cite

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Purpose Being grounded in interdependence theory, this study aims to address the following research question: Do managers’ negotiation styles (collaborative versus competitive) make employees’ relational justice-emotional experiences links sporadic? Design/methodology/approach Data elicited from N = 139 Pakistani undergraduate students participating in an online scenario-based experiment were used to employ repeated measures analysis and partial least square structural equation modeling techniques. Findings Results suggest that employees’ relational justice is likely to be higher when managers use a collaborative negotiation style than when they use competitive style in performance review meetings. Moreover, per managers’ different negotiation styles, employees’ relational justice perceptions may predict their positive emotions differently. That is, when managers use collaborative negotiation style, employees’ relational justice perceptions may positively predict their hope but not optimism, whereas when managers use competitive negotiation style, employees’ relational justice perceptions may positively predict their optimism but not hope. Furthermore, the positive relationship between employees’ relational justice and their optimism is stronger when their trust in manager is low than when it is high. Originality/value The study is of value for performance management theorists who aim to address the issue of ineffectiveness of the practice through relational means. The study includes the recently explicated concept of relational justice and examines its links with employee emotional reactions to performance reviews. Moreover, the study unveils how managers’ negotiation styles in performance review meetings cause variations in the links between employees’ perceptions of relational justice and their emotional experiences.

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Getting Ratees to Accept Performance Feedback: A Relational Approach

Cited by 3 publications

References 74 publications

Obliterating rating distortions: role of rater disposition and rating context

Obliterating rating distortions: role of rater disposition and rating context

The Impact of Organizational Justice on the Organizational Citizenship Behavior of Contract Workers in Indonesia: The Role of Exchange Quality and Multifocal Trust

Do managers’ negotiation styles make employees’ relational justice-emotional experiences links sporadic?

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