How structural and procedural features of managers' performance appraisals facilitate their politicization: A study of Canadian university deans’ reappointments
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- Type
- article
- Published
- 2018-10-01
- Cited by
- 11
- References
- 71
- OpenAlex
- https://openalex.org/W2808026502
- Semantic Scholar
- https://api.semanticscholar.org/CorpusID:158687230
Keywords
Cognitive reframing, Politics, Realm, Perspective (graphical), Performance appraisal
References
- The Political Context of Employee Appraisal: Effects of Organizational Goals on Performance Ratings
- Administrative Effectiveness in Higher Education: Improving Assessment Procedures
- When the dark ones become darker: How promotion focus moderates the effects of the dark triad on supervisor performance ratings
- Case Study Research: Design and Methods
- Understanding how the contextual variables influence political behaviour in strategic decision-making
- Reframing Organizations: Artistry, Choice, and Leadership. Jossey-Bass Management Series, Social and Behavioral Science Series, and Higher and Adult Education Series.
- Political Skill in Organizations
- The bases of social power.
- A Review of Political Skill: Current Research Trend and Directions for Future Research
- Interviewing as qualitative research : a guide for researchersin education and the social sciences
- Strategies for conducting elite interviews
- The performance evaluation context: Social, emotional, cognitive, political, and relationship components
- The roles of rater goals and ratee performance levels in the distortion of performance ratings.
- Conscious rating distortion in performance appraisal: A review, commentary, and proposed framework for research
- Upward and Onward: Can Staff Appraise Their Managers?
- Why managerial performance appraisals are ineffective: causes and lessons
- Rater Rating‐Level Bias and Accuracy in Performance Appraisals: The Impact OF Rater Personality, Performance Management Competence, and Rater Accountability
- An Uneasy Look at Performance Appraisal
- Leader power and self-serving behavior: The moderating role of accountability
- Performance appraisal politics from appraisee perspective: a study of antecedents in the Indian context
Cited by
- Politics in organizations: Lessons, challenges and future directions
- Embedded, necessary, and problematic: the politics of Canadian university deans’ reappointments
- Mediating Effects of Job Satisfaction and Organizational Commitment between Problems with Performance Appraisal and Organizational Citizenship Behavior
- Reliability and validation of an instrument for measuring problems with performance appraisal of automotive parts manufacturing employees
- A moderated-mediation analysis of performance appraisal politics perception and counterproductive work behavior
- Coping with paradoxical demands: the dual position of deans in French business schools
- How and why performance evaluations shape leadership: the case of Canadian university deans’ reappointments
- Introduction to the Special Edition on Administration and Administrators in Canadian Colleges and Universities: The Specificity of Higher Education Administration and Future Directions for Research
- Do justice perceptions of performance appraisal practices affect organizational citizenship behavior through affective commitment? Evidence from the information technology industry
- Evaluation of bank personnel performance and the allocation of rewards using artificial intelligence and MCDM and game theory
- The root cause of perceived appraisal politics using evidence from the South Korean public sector
- Managing the most important asset: a twenty year review on the performance management literature
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