خلاصة:
The organizational life pervaded with politics (some organizations more than others are). Hence, political behavior is an ordinary part of the Performance Appraisals (PAS) processes and PAS are highly prone by politics. Politics is an important determinant in the pay systems as both supervisors and subordinates have possibilities to influence the results of the appraisal process. The overall atmosphere of all organizations has an influence on the effectiveness of the performance appraisals. The core objective of this review is to accomplish an imperative review of "the politics of performance appraisal” by enticing material from diverse literatures. The study conducted in the aviation industry in Islamabad. Total sample size for this study is 100 including both senior and middle management and comprised of employees who had participated in the organization's appraisal process for at least two years. Politics often enters the performance appraisal method thus manipulating the works. Therefore, to keep the process hindered in a political game, a conscious effort needed by both the manager and those training him or her in appraisal techniques. This study provides useful insights by demonstrating the importance of effective PA in enhancing performance in aviation industry context. Moreover, this study sets out to investigate the politics of PAS in Aviation industry in Islamabad. The results revealed a negative perception that the employees held of the PAS that the system affected by subjectivity, and was influenced by some major errors.
ملخص الجهاز:
Based on performance evaluation, politics is an important determinant in the pay systems as both supervisors and subordinates have possibilities to influence the results of the appraisal process.
(c) Worker Individualization In an attempt to sever with customs of socialism and preface of appraisal and remuneration based on evaluation of individual skill tenure and performance, worker individualization becomes an extensive application of PA to non- management employee groups (Katz, 1993; Dominica and Eustatius, 1996 ; Jenkins et al.
Manager or Rater Issues Plethora of researchers has shown extensive importance of variables allied the individual working with appraisal (DeNisi and Robbins, 1998; Lefkowitz, 2000; Williams an Levy, 2004).
Moreover, Williams and Levy (2004), categorized reactions of ratee as follows: 1) Reactions to the appraisal format 2) Feedback or response to multi-source appraisal and 3) Responses of the appraisal process Superior Subordinate Relationship Issues Researchers consider that trust problems vault the worth of PAS (Ferrin and Dirks, 2001; Williams and Levy, 2004; Teachout and Hedge, 2012) as it is a main factor for managing the supervisor worker relationship (Davis and Mayer, 1999).
The central tendency error happened for two main reasons: Rater try to decrease the risk of wrong judgment as lacks sufficient information of employee and Rater gives normal ratings regardless of real performance of personnel as suppose PAS are squander of time In mass organizations appraisal held once typically or seldom twice in a year (Bersin, 2008).
/ Figure 1: Model of literature review for politics of performance appraisals RESEARCH METHOD The study conducted on aviation industry in Islamabad.