Performance Appraisal and Organizational Citizenship Behavior

 
The Nexus between Performance Appraisal and Organizational Citizenship Behavior

Even though we have all been subjected to performance reviews in every business in which we have ever worked, there is still the question of whether or not all of the effort that is put into evaluations actually yields accurate or useful results. In this series of blogs, I have evaluated contemporary methods of performance evaluation in order to shed light onto the obstacles and opportunities that are presented by each approach.   

This article explores the relationship between performance appraisal and Organizational Citizenship Behavior (OCB), highlighting how appraisal processes can influence and shape these behaviors, highlighting the importance of employee behavior in modern organizations.

Organizational Citizenship Behavior (OCB)

Organizational Citizenship Behavior (OCB) refers to employees' voluntary actions beyond job duties, demonstrating their willingness to contribute to the organization's success, rather than being mandated by job descriptions(Podsakoff et al., 2000).OCB involves employees actively contributing to the organization's goals and objectives through tasks, projects, suggestions, and problem-solving, demonstrating a proactive and constructive approach to work(Organ, 1988).

OCB enhances organizational performance, promotes teamwork, cooperation, and employee morale, mitigating conflicts and contributing to a positive work environment, fostering mutual support and collaboration.(Podsakoff et al., 2000).The literature identifies several dimensions of OCB, including altruism, conscientiousness, sportsmanship, courtesy, and civic virtue, which are essential for effective organizational behavior. (Organ, 1988).

 

The Interplay between Performance Appraisal and OCB

Feedback and Recognition

      Performance appraisals offer constructive feedback, highlighting areas for improvement, fostering a sense of value and belonging, motivating employees to engage in OCB. This positive reinforcement can motivate employees to engage in OCB, as they perceive their efforts as meaningful and appreciated. (Den Hartog & Belschak, 2012).

 

Goal Alignment

Clear performance goals during appraisals enhance employees' understanding of roles, fostering ownership and responsibility. This alignment encourages them to engage in OCB to support broader goals.(Podsakoff et al., 2000).

Perceived Fairness

Fairness in performance appraisals influences employee reactions and behavior. This perception of fairness can cultivate a sense of reciprocity, motivating employees to reciprocate the positive treatment through increased OCB. (Organ, 1988).

Developmental Opportunities

Appraisals help identify areas for employee skill improvement, and when organizations invest in professional growth, employees often reciprocate by contributing to the organization's success. This may manifest as a willingness to take on additional responsibilities, provide mentorship to colleagues, or contribute innovative ideas. (Smither et al., 2005).

Leadership Impetus

The behavior of leaders and managers during the appraisal process can significantly impact employee attitudes and behavior. Supportive and empathetic leadership can encourage employees to feel valued and motivated, leading them to engage in behaviors that benefit the organization beyond their basic duties.

Employee Empowerment

Employee empowerment through participation in performance discussions and goal setting leads to increased ownership and responsibility for the organization's success, motivating them to engage in OCB. (Smither et al., 2005).

Conclusion

The relationship between performance appraisal and Organizational Citizenship Behavior underscores the intricate ways in which management practices influence employee behavior beyond their formal roles. By providing feedback, fostering recognition, promoting fairness, and enabling employee development, performance appraisals can effectively encourage employees to engage in OCB. Organizations that recognize and leverage this connection can create a workplace culture where employees willingly contribute their discretionary efforts, leading to improved organizational performance and overall success.

References

·       Den Hartog, D. N., & Belschak, F. D. (2012). Work engagement and Machiavellianism in the ethical leadership process. Journal of Business Ethics, 107(1), 35-47.

·     Organ, D. W. (1988). Organizational citizenship behavior: The good soldier syndrome. Lexington Books.

·       Podsakoff, P. M., MacKenzie, S. B., Paine, J. B., & Bachrach, D. G. (2000). Organizational citizenship behaviors: A critical review of the theoretical and empirical literature and suggestions for future research. Journal of Management, 26(3), 513-563.

·       Smither, J. W., London, M., & Reilly, R. R. (2005). Does performance improve following multisource feedback? A theoretical model, meta-analysis, and review of empirical findings. Personnel Psychology, 58(1), 33-66.