Impact of Forced Distribution System of Performance Evaluation on Organizational Citizenship Behaviour

Abstract

Organization can achieve excellence when employees go beyond the formal job requirements and show organizational citizenship behaviour (OCB). In one study, Moore and Love (2005) pointed out that information technology (IT) professionals are low in OCB. We have observed most of the IT companies using forced distribution system (FDS) of performance evaluation while categorizing their employees. Therefore, in this study, we were curious to investigate whether there is any impact of FDS on employees' OCB. This study was conducted on 120 managers, and they were divided into two groups: one group was working under FDS of performance evaluation and the other group was not working under FDS of performance evaluation. Control was taken on managers' age, gender and managerial experience. Our findings reveal that there is a significant impact of FDS of performance evaluation on OCB. As there are some implementation errors in FDS of performance evaluation, if it is adapted without considering the contingency factors, there might be a chance, after a certain period of working, people feels low satisfaction in their job. As a result, this group of people tries to limit themselves only within their formal job requirement and exhibit low OCB.

Mediating Effects of Job Satisfaction and Organizational Commitment between Problems with Performance Appraisal and Organizational Citizenship Behavior

“…Isenhour, Stone, Lien, Zheng, Zhang and Li [22] studied performance appraisals and organizational citizenship behaviors, finding that organizations' effective performance appraisal had a statistically significant effect on behaviors of helping others, sense of duty, sportsmanship, consideration, and cooperation. Meanwhile, Ahmed et al [48], Bauwens et al [49], Chattopadhyay [50], Teh et al [51], Lu et al [52], and Zheng et al [53] studied performance appraisals and citizenship behaviors to organizations in different contexts. The findings of these studies are consistent in that effective performance appraisals enhance employees' good citizenship to organizations, whereas ineffective performance appraisals (with appraisal problems in process and person) have effects on low organizational citizenship behaviors.…”

Trends in Performance Management System: A Study of Indian Service Provider Companies

“…Emphasis is more to bring transparency. There is a lot of emphasis of not comparing employees' performance against each other, rather absolute performance feedback is the major focus (Chattopadhyay, 2017). Companies believe in individual personal development (Tabiu, Pangil, & Othman, 2018).…”

Pengaruh Implementasi Forced Distribution Rating Performance Appraisal terhadap Task Performance: Motivasi dan Retensi sebagai Mediasi

“…Dalam konsep FDRPA dikenal istilah "incentive effect", dimana manajer akan memberikan penghargaan berupa insentif atau promosi yang tinggi kepada karyawan yang berkinerja tinggi, insentif yang lebih rendah kepada karyawan dengan kinerja rata-rata, dan kemungkinan pemutusan hubungan kerja bagi karyawan yang memiliki kinerja rendah (Chattopadhayay & Ghosh, 2012;Moon et al, 2015;Rynes et al, 2005). Selain itu, penelitian yang dilakukan Grote (2006) serta Seng & Arumugam (2017) menunjukkan bahwa seorang karyawan yang melihat rekan kerjanya mendapat sanksi karena hasil kinerja yang rendah akan meningkatkan hasil kinerja mereka.…”