Social Ties and Subjective Performance Evaluations: An Empirical Investigation

Breuer, Kathrin; Nieken, Petra; Sliwka, Dirk

doi:10.2139/ssrn.1599011

Cited by 5 publications

(1 citation statement)

References 16 publications

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“…Similar opposition between “meritocratic” and “anti-meritocratic” principles of social organisation in their predicting of AS could be expected in the areas of reward and career promoting (Breuer et al , 2013; Castilla and Benard, 2010; Pfeffer and Fong, 2005). Merit- or performance-based criteria of rewards and promotions are usually defined at the highest levels of organisational hierarchy.…”

Section: Antecedents Of Abusive Supervision: Evidence From Empirical ...mentioning

confidence: 66%

Employee socio-economic dependency as an antecedent of abusive supervision in Russian business organisations

Balabanova

2021

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PurposeThe purpose of this paper is to identify previously unexamined predictors of abusive supervision (AS) that stem from socio-economic dependency of employees upon their direct supervisors.Design/methodology/approachUsing social exchange theory (SET) as framework, the author conducted empirical analysis that was based on survey data collected among 1,100 Russian white-collar private sector employees.FindingsThe results reveal the importance of organisation-level managerial practices which create employees' socio-economic dependency in predicting abusive supervision (AS). Significant positive predictions of AS in Russian business organisations are “accidental” and “zero-option” employment; getting a job through informal social contacts (“blat”); and dependence of wage upon personal relations with a supervisor. In turn, performance-based payment is the strongest factor that hinders AS. Taken together, these factors support one of the key assumptions of SET that control over valued resources creates imbalanced power relations, thus providing the fertile ground to the abuse of power.Practical implicationsFindings show that a transparent, performance-based system of payments, contributes to preventing AS by immediate supervisors. The author also provides arguments for reducing the economic and administrative power of line managers.Originality/valueThis study adds to the understanding of the role of managerial practices, which create socio-economic dependency of employees from managers, in predicting AS in organisations.

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Section: Antecedents Of Abusive Supervision: Evidence From Empirical ...mentioning

confidence: 66%

Employee socio-economic dependency as an antecedent of abusive supervision in Russian business organisations

Balabanova

2021

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The Use of Performance Appraisal Systems: Evidence from Dutch Establishment Data

Jirjahn

Poutsma

2013

Industrial Relations

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Standard-Nutzungsbedingungen:Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch gespeichert und kopiert werden.Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich machen, vertreiben oder anderweitig nutzen.Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, gelten abweichend von diesen Nutzungsbedingungen die in der dort genannten Lizenz gewährten Nutzungsrechte. Terms of use: Documents in EconStor may Professor of Economics, University of Trier, Germany Erik Poutsma Professor of Business Administration, University of Nijmegen, NetherlandsAbstract: Using Dutch data, we examine the characteristics of establishments that operate performance appraisal systems. Our estimates provide a couple of interesting results: (1) Several indicators of multitasking are positively associated with the use of performance appraisal systems. There is also a positive relationship between teamwork and performance appraisal. (2) While a shared corporate culture, the sharing of information and a professional personnel management emerge as positive determinants, unions appear to play a negative role. (3) Employers fostering career development and promotion opportunities make greater use of performance appraisal. (4) Public sector affiliation, establishment size and establishment age also play a role.JEL: J33, J50, M52.

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Managerial Incentives and Favoritism in Promotion Decisions: Theory and Field Evidence

2011

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Managerial Incentives and Favoritism in Promotion Decisions: Theory and Field EvidenceThis paper investigates the effects of managerial incentives on favoritism in promotion decisions. First, we theoretically show that favoritism leads to a lower quality of promotion decisions and in turn lower efforts. But the effect can be mitigated by pay-for-performance incentives for managers who decide upon promotion. Second, we analyze matched employer-employee survey data with detailed firm level information on managerial incentive schemes and find that perceived promotion quality is indeed substantially higher when managers receive performance-related pay or participate in gain sharing plans.

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Social Ties and Subjective Performance Evaluations: An Empirical Investigation

Cited by 5 publications

References 16 publications

Employee socio-economic dependency as an antecedent of abusive supervision in Russian business organisations

Employee socio-economic dependency as an antecedent of abusive supervision in Russian business organisations

The Use of Performance Appraisal Systems: Evidence from Dutch Establishment Data

Managerial Incentives and Favoritism in Promotion Decisions: Theory and Field Evidence

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