Original Research
The influence of performance appraisal on the psychological contract of the inpatriate manager
SA Journal of Human Resource Management | Vol 7, No 1 | a179 |
DOI: https://doi.org/10.4102/sajhrm.v7i1.179
| © 2009 Jane F. Maley
| This work is licensed under CC Attribution 4.0
Submitted: 21 November 2008 | Published: 14 August 2009
Submitted: 21 November 2008 | Published: 14 August 2009
About the author(s)
Jane F. Maley, Macquarue University Sydney, AustraliaFull Text:
PDF (772KB)Abstract
This article explores the extent, nature and limitations of performance appraisals, and the subsequent influence that these issues may have on the psychological contract of inpatriate managers in a sector of the health care industry in Australia. Eighteen in-depth interviews using a grounded theory methodology revealed that the process was significantly influenced by multinational organisations’ emphasis on the bottom line and the inpatriate manager’s relationship with his/her supervisor. Furthermore, the findings suggest that the inpatriate manager’s experience of his/her performance appraisal frequently results in a perception of violation of his/her psychological contract with the organisation.
Keywords
inpatriate manager; performance management; health care; bottom line; psychological contract
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