The Relationship Between Performance Appraisal Purpose And Workplace Deviance

As the global economic integrated and market competition intensified, the frequency of performance appraisal is higher and higher, and the intensity of performance appraisal is more and more strong. Performance appraisal is an effective management approach. However, if the performance appraisal is unreasonable, such as higher standard of performance appraisal, and improper performance appraisal indicators, it will lead to employees fear, anxiety, and pushing down their enthusiasm of work, and then various unethical behaviors will emerge, such as data forgery, information blockade among colleagues, theft and slack work. If these behaviors are not corrected, it will be intensified. Chinese society is currently in economic transition and social transformation. Social morality and management ethics is the serious problem. People’s Values are undergoing a multi-dimensional changes gradually. With adaption to the market economy, people began to pay more attention on individual interests. The temptation of interests diminishes the moral and ethic of people, then some ones have gradually lost their moral self-discipline, moreover unreasonable performance appraisal will make this phenomenon worse and worse.The samples were taken from366employees in Wuhan, and the main conclusions of empirical study are as follows:Firstly, the main effect of the performance appraisal purpose’s influence on Workplace Deviance. In particular, the evaluative performance appraisal has significantly positive effect on Workplace Deviance towards organization and individuals, and developmental performance appraisal has significantly negative effect on Workplace Deviance towards organization and individuals.Secondly, the mediating effect of job satisfaction. In particular, evaluative performance appraisal has significantly negative effect on job satisfaction, developmental performance appraisal has significantly positive effect on job satisfaction, job satisfaction has significantly negative effect on Workplace Deviance towards organization and individuals. Therefore, job satisfaction fully mediates the relationship between evaluative performance appraisal and Workplace Deviance towards organization and individuals, and also fully mediates the relationship between developmental performance appraisal and Workplace Deviance towards organization and individuals.Thirdly, the moderating effect of Machiavellism and locus of control. In particular, the Machiavellism positively moderates the relationship between evaluative performance appraisal and job satisfaction, and negatively moderates the relationship between job satisfation and Workplace Deviance towards organization and individual.. The locus of control positively moderates the relationship between evaluative performance appraisal and job satisfation.Fourthly, the demography variables’influence on Workplace Deviance. In particular, the sex influences on Workplace Deviance towards organization and individuals. Male attends more Workplace Deviance towards organization and individuals than female. The education level influences on Workplace Deviance towards organization and individuals. Individuals with higher education attend less Workplace Deviance towards organization and individuals than Individuals with lower education. The unit type influences on Workplace Deviance towards organization. Compared to the state-owned enterprises, private enterprises, party and government authorities and public institutions, the foreign enterprises have less Workplace Deviance towards organization. Organizational scale influences on Workplace Deviance towards organization. With the organization scale expanded, the individuals engage in the Workplace Deviance towards organization increasingly.Then, the study explores the management strategy for Workplace Deviance based on performance appraisal perspective. In particular, the strategy mainly includes controlling the pressure from performance appraisal, improving performance appraisal justice, promotion decisions not only based on performance, and improving the performance feedback mechanism, performance management with "people-oriented". Finally, The study makes a conclusion, points out several limitations, and discusses the future direction.