Performance Appraisal Politics in the Public Sector: The Effects of Political Skill and Social Similarity on Performance Rating

Abstract

This study investigated the main effects of a subordinate’s (ratee) political skill dimensions (social astuteness, apparent sincerity, interpersonal influence, and networking ability) on supervisor (rater) performance rating and further analyzed the interactive effects of social similarity in the subordinate–supervisor dyad on the relationship between political skill dimension and performance rating. To test these relationships, hierarchical linear modeling (HLM) was used on a matched sample of 337 subordinate–supervisor dyads who worked in South Korea’s central government. Findings showed that subordinates with higher social astuteness, interpersonal influence, and networking abilities (but not apparent sincerity) will likely achieve more positive supervisor ratings. More importantly, the relationship between these political skill dimensions and performance ratings is stronger when there is greater social similarity between a subordinate (ratee) and his or her supervisor (rater). The findings’ practical and academic implications and future research directions are discussed.

Keywords

performance appraisal performance ratings political skills social similarity performance appraisal politics

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