Academic journal article Academy of Strategic Management Journal

The Effect of Performance Appraisal Politics on Employee Performance in Emergency Services of Punjab, Pakistan

Academic journal article Academy of Strategic Management Journal

The Effect of Performance Appraisal Politics on Employee Performance in Emergency Services of Punjab, Pakistan

Article excerpt

INTRODUCTION

The thousands of people from different parts of Punjab province of Pakistan are using Punjab emergency services (Rescue1122) from the last 13 years to till now. Rescue 1122 from 2004 to 2017, has been handled over 1,719,542 road traffic crashes, 2,268,310 medical emergencies, 103,149 fire emergencies, 7,185 building collapses, 169,178 crime incidents, 9,239 drowning cases, 1,412 different types of explosions and 427,313 miscellaneous incidents (Tribune, 2018). The Rescue 1122 has an important role in Pakistan community as a lifesaving institute and maintaining the seven-minute response time (Sabir et al., 2014). This high standard of job implementation that should be maintained by the Rescue 1122 required them to have highly skilled and performed employees. Many factors are being reported to influence employee's performance (Wang et al., 2013; Vandenabeele, 2009). One of the factor is organizational politics (Rahman et al., 2011) particularly in performance appraisal system. This performance appraisal politics that could influence the level of job performance should be managed and considered by the management of Rescue 1122 in order to sustain the overall organizational performance. Therefore, the present study investigates the performance appraisal politics towards employees' performance in the Pakistan Rescue 1122 department.

Over the last several years numerous scholars, such as Lawong et al. (2018); Rosen et al. (2017), with different theoretical models have tried to examine the impact of organizational politics on employee Turn Over Intention (TOI). However, still, the relation seems a puzzle whose parts don't seem to be fixed. The performance appraisal politics construct is quite new, and becomes an emerging area of research among researchers (Hassan et al., 2017). The performance appraisal system of any organization is a process designed to encourage and reward the true performer (Rosen et al., 2017). Though an unbiased and sound appraisal system helps the firm in bringing up true leaders, most of the time in many organizations it is manipulated politically. The politically maneuvered appraisal systems not only affect employs performance but also instigate their performance by lowering their commitment to the organization (Rosen et al., 2017). The investigation of employee attitude and behavior has become an important topic in the context of management and organizational behavior such as employee performance behavior (Moen et al., 2017).

Rescue 1122 which is formerly known as the Punjab Emergency Service is a paramount humanitarian emergency services provider institute in Pakistan, whose network is disseminated in 36 districts of more than 100 million of the population. The Rescue 1122 has an important role in Pakistan community (Sabir et al., 2014), and it becomes a crucial responsibility to The Rescue 1122 to maintain their employees' performance. In regards of performance appraisal in The Rescue 1122, employees who are treated well and fairly by the employer are most likely to become supportive, tends to perform better and are effectively committed to the organizations (Javed & Tariq, 2015), which subsequently enhance their employees' performance.

HYPOTHESIS DEVELOPMENT

The politics in performance appraisal defined as thoughtful attempts taken by individuals in order to achieve personal objectives of their political interests by exercising the highest possible courses of actions (Tziner et al., 1996). The appraisal system which can be manipulated through political maneuvering to satisfy vested self-interest and discourage justice is termed as politicised appraisal system (Tziner et al., 1996). Actually, the politics in appeals system is carried out by top management with the intention to promote their favorite people and they do so by fudge the appraisals scores or ratings (Chaudhry et al., 2016). For example, a manager may inflate ratings to gain employee goodwill or avoid conflicts over lower performance ratings and secondly high-performance rating used to give the maximum pay raised and promotions as well (Ahmad et al. …

Search by... Author
Show... All Results Primary Sources Peer-reviewed

Oops!

An unknown error has occurred. Please click the button below to reload the page. If the problem persists, please try again in a little while.