How structural and procedural features of managers' performance appraisals facilitate their politicization: A study of Canadian university deans’ reappointments

Eric Lavigne

European Management Journal, 2018, vol. 36, issue 5, 638-648

Abstract: Performance appraisal politics are driven by human behaviour, yet human behaviour is in turn facilitated by processual features. Processes understood as easily politicized are more likely to become so. Accordingly, beyond the role of individuals, organizations must understand the role of processes in facilitating organizational politics. Drawing from the findings of a multiple-case study of deans' reappointments in Canadian universities, I develop a framework to analyze the politicization of managers’ performance appraisals from a processual perspective. Structural features were found to facilitate politicization through hierarchical inversion and coalition-building mechanisms, while procedural features were associated with role and performance reframing mechanisms. The framework reframes performance appraisal politics within the realm of policymaking, with important implications for research and practice.

Keywords: Organizational politics; Performance appraisal; Management; Decanal reappointment (search for similar items in EconPapers)
Date: 2018
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Persistent link: https://EconPapers.repec.org/RePEc:eee:eurman:v:36:y:2018:i:5:p:638-648

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DOI: 10.1016/j.emj.2018.06.001

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