The organizational charlatan scale Developing an instrument to measure false performance

Abstract

This paper reports on the development of the organizational charlatan scale (OCS). The OCS measures one’s emphasis on behaviors associated with perceived performance levels at the expense of those associated with actual performance levels. Data from one company suggests that organizational charlatans receive lower objective technical evaluations but higher subjective management evaluations. The OCS can assist in human resource decisions by providing managers at all levels of the organization with an overall assessment of one’s proclivity for employing such behaviors.

An Investigation on Organizational Charlatan Behaviour and Moral Identity as Predictors of Shame: Importance for Education

“…Measurement scale of organizational charlatan behaviour (OCB) is adapted from organizational charlatan scale constructed by Parnell and Singer (2001). This scale consists of 9 items which are grouped into 2 subscales, namely Expectations and Image.…”

“…As stated earlier that one of the proposed predictors of shame in this study is Organizational Charlatan Behaviour (OCB). OCB or false performance is behaviour of member of organization which is based on impression management, in which the behaviour is done to increase positive perception of others (such as from the superior official) towards his/her performance, although he/she himself/herself is aware that his/her actual performance is not as good as it suggests or appears (Gbadamosi, 2006;Parnell & Singer, 2001). In other words, a charlatan pretends to have a good performance in front of others and at the same time seeks to obtain the best appraisal from them.…”

Predicting charlatan behaviour in a non‐Western setting: lack of trust or absence of commitment?

“…Reality however suggests that the nature of human beings is so complicated that even if such differences do not exist, people could still for other unexplainable reasons be charlatan in their behaviour. The problem of charlatan behaviour in organisations is perhaps best expressed by Parnell and Singer (2001) who asked the question: “… how does an enterprise identify ‘organisational charlatans’, individuals who are either incompetent performers but skilful in promoting the impression that they perform well, as differentiated from employees who ingratiate themselves in an effort to be liked?” For our purpose, both sets of employees are potentials threats and likely charlatans. Since survival seems the name of the game in today's organisations some employees would do all they can, even if it is at the expense of others, to get what they want.…”

“…All of these suggest a reciprocal relationship of trust in management as being vital for enhancing not only performance but perhaps also minimising the incidence of charlatan behaviour if morale and employee commitment are high. Now more than ever, managers must learn to identify organisational charlatans – individuals who seek to improve their perceived performance at the expense of their actual performance (Parnell and Singer, 2001). Parnell and Singer (2001) also developed an Organisational Charlatan Scale (OCS) which was used to measure the construct.…”

“…Now more than ever, managers must learn to identify organisational charlatans – individuals who seek to improve their perceived performance at the expense of their actual performance (Parnell and Singer, 2001). Parnell and Singer (2001) also developed an Organisational Charlatan Scale (OCS) which was used to measure the construct.…”