Effects of performance appraisal politics on job satisfaction and turnover intention

By June M. L. Poon. 2004

408 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/71a69a32d7f090ab684147fd83b990c95e9eaf21

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In Organizational Behavior and Human Resource Management

In Sociology and Political Science

Citations in the corpus

What Drives Perceived Fairness of Performance Appraisal? Exploring the Effects of Psychological Contract Fulfillment on Employees’ Perceived Fairness of Performance Appraisal in U.S. Federal Agencies (2015, background): “Scholars argue that designing a fair and accurate performance evaluation system is hard to satisfy all employees as it is tied to “subjective human judgment” (Boice & Kleiner, 1997; Gabris & Ihrke, 2000; Longenecker & Goff, 1992; Poon, 2004; cited in Kim & Rubianty, 2011, p. 330).”
Support, trust, satisfaction, intent to leave and citizenship at organizational level (2010, background): “In doing so, this study responds to the suggestion of Poon et al. (2007) who recommended pursuing their research by integrating several outcomes such as behaviours associated with contextual performance and employee withdrawal.”
Different relationships between perceptions of developmental performance appraisal and work performance (2007, background): “Similarly, negative reactions such as the perception that ratings are manipulated because of raters' personal bias and intent to punish subordinates are negatively related to job satisfaction and positively related to turnover intention ( Poon, 2004”
Turnover Intention and Turnover Behavior (2012, background): “Fair and accurate performance appraisal systems reduce turnover intention (Konovsky & Cropanzano, 1991), whereas manipulation and political abuse of appraisals increases it (Poon, 2004).”
The role of perceived usefulness, perceived ease of use, security and privacy, and customer attitude to engender customer adaptation in the context of electronic banking (2008, background): “First, this study was a single cross-sectional study but to determine the causal paths of studied variables multiple cross sectional studies or a longitudinal study is more appropriate (Poon, 2004).”
The impact of human resource management practices and career satisfaction on employee’s turnover intention (2020, background): “Many studies in the field of turnover intention have been focused on job satisfaction as a mediating variable (Poon, 2004; Liu et al., 2010; Kuo et al., 2014; Huang & Su, 2016).”
Performance appraisal satisfaction and employee outcomes: mediating and moderating roles of work motivation (2006, background): “In addition, Poon (2004) recently reported findings indicating that dissatisfaction with PA influenced employees’ intention to quit through reduced job satisfaction.”
Performance Appraisal and Training and Development of Human Resource Management Practices (HRM) on Organizational Commitment and Turnover Intention (2015, background): “2.1.1 Performance Appraisal Performance appraisal in Malaysia has been practiced and implemented a few decades ago and the proof is listed in several articles such as Ahmad and Ali (2004), Kumar (2005), Poon (2004).”
Performance appraisals and job satisfaction (2017, positive): “These rating distortions may have very different reasons including strategic incentives of the raters such as favoritism or punishment (Poon, 2004) or interpersonal motives (see, for instance, Murphy and Cleveland, 1991, 1995).”
Ethical work climate, employee commitment and proactive customer service performance: Test of the mediating effects of organizational politics (2017, background): “These reward practices may be perceived as more acceptable in a collectivist society due to the importance of relationships and other relational factors (Yamagishi et al., 1998; Poon, 2004).”