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Journal ArticleDOI

Effects of performance appraisal politics on job satisfaction and turnover intention

June M. L. Poon
- 01 Jun 2004 - 
- Vol. 33, Iss: 3, pp 322-334
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TLDR
In this article, the authors examined the effects of employees' perceptions of political motives in performance appraisal on their job satisfaction and intention to quit using survey data from an occupationally heterogeneous sample of white-collar employees from various organizations.
Abstract
There is evidence that performance ratings are often manipulated for political purposes. The present study examined the effects of employees' perceptions of political motives in performance appraisal on their job satisfaction and intention to quit using survey data from an occupationally heterogeneous sample of white‐collar employees (N=127) from various organizations. Regression analysis results indicated that when employees perceived performance ratings to be manipulated because of raters' personal bias and intent to punish subordinates they expressed reduced job satisfaction that, in turn, led to greater intentions to quit their jobs. Manipulations of ratings for motivational purposes, however, had no effect on job satisfaction and turnover intention.

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Citations
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Performance appraisal satisfaction and employee outcomes: mediating and moderating roles of work motivation

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Turnover Intention and Turnover Behavior: Implications for Retaining Federal Employees

TL;DR: In this paper, the authors focus on whether human resource management practices can affect turnover intention and whether they matter equally at all stages of the federal career and test how well turnover intention predicts behavior using a 1% sample of the Central Personnel Data File and the 2005 Merit Principles Survey (MPS).
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A concept analysis of turnover intention: implications for nursing management.

TL;DR: This paper provides a review and concept analysis of turnover intention and showed that turnover intention is a multi-stage process involving the voluntary departure of employees from their current position, and is triggered by negative psychological responses to internal/external job context.
References
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Journal ArticleDOI

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TL;DR: This article seeks to make theorists and researchers aware of the importance of not using the terms moderator and mediator interchangeably by carefully elaborating the many ways in which moderators and mediators differ, and delineates the conceptual and strategic implications of making use of such distinctions with regard to a wide range of phenomena.
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TL;DR: In this paper, the authors integrate the work of hundreds of researchers in individual workplace behavior to explain choice of work, job satisfaction, and job performance, including motivation, goal incentive, and attitude.
Journal ArticleDOI

A Meta-Analysis of Antecedents and Correlates of Employee Turnover: Update, Moderator Tests, and Research Implications for the Next Millennium

TL;DR: This article conducted a comprehensive meta-analysis of antecedent turnover antecedents, extending an earlier one by Hom and Griffeth (1995), and reported the results of this comprehensive meta analysis.
Journal ArticleDOI

Organizational citizenship behavior: its nature and antecedents

TL;DR: A study of 422 employees and their supervisors from 58 departments of two banks found that citizenship behavior includes at least two separate dimensions Altruism, or helping specific persons, and Generalized Compliance, a more impersonal form of conscientious citizenship.
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