Performance Appraisal in Organizational Cultural Context

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Dissertations and Theses Dissertations and Theses
1995
PPeerrffoorrmmaannccee AApppprraaiissaall iinn OOrrggaanniizzaattiioonnaall CCuullttuurraall
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Unoda C. Moyo
Portland State University
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Moyo, Unoda C., "Performance Appraisal in Organizational Cultural Context" (1995). Dissertations and
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PERFORMANCE APPRAISAL
IN
ORGANIZATIONAL CULTURAL CONTEXT
by
UNODA CURRICULUM MOYO
A Dissertation Submitted in Partial Fulfillment of the
Requirements for the Degree of
DOCTOR OF PHILOSOPHY
IN
PUBLIC ADMINISTRATION AND POLICY
PORTLAND STATE UNIVERSITY
1995
UMI Number: 9542389
OMI Microform 9542389
Copyright 1995, by OM! Company. All rights reserved.
This microform edition is protected against unauthorized
copying under Title 17, united States Code.
UMI
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DISSERTATION APPROVAL
The abstract and dissertation of Unoda Curriculum Moyo for
the Doctor of Philosophy in Public Administration and Policy
was presented May 3, 1995 and accepted by the dissertation
committee and the doctoral program.
APPROVALS:
Dr. Robert Liebman
Dr. Alan Cabell _
Representati e f the Office of Graduate
Studies
('..fj".,Ii:.,) I:."I'i' f(( ./1,/l·I'.:' 'f,
Elizabeth A. Kutza/, Coordinator, Ph.D. Program in Public
Adminis~r~tio~, ~?liCY
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'J'.' f
Noh d A. Toul,in;---ne-an,"'-School of Urban and Public Affairs
************************************************************
ABSTRACT
An abstract of the dissertation of Unoda Curriculum Moyo for
the Doctor of Philosophy in Public Administration and Policy
presented May 3, 1995.
Title: Performance Appraisal in Organizational Cultural
Context
This study examined the relationship between an
organization's culture and its performance appraisal (PA)
system and process. The initial phase of this study
involved examining an organization's culture and the
properties of its performance appraisal system from
organizational archival information. Information derived
from this phase of the study was later utilized to formulate
interview questions, guide the search for the organizational
culture survey instrument, and to construct the performance
appraisal perceptions measuring instrument. This latter
instrument is a quantitative measure that was later employed
in testing the primary hypothesis that stated the
performance appraisal process had a positive effect on
organizational culture.
The results of the hypotheses testing revealed that the
PA process, in terms of individual member perceptions
thereof, had a significant positive effect on the selected
organizational cultural elements. Further analysis of the
data revealed that members of the organization that had been
recently appraised had statistically stronger positive
perceptions towards the PA process and, therefore, stronger
inclination towards the espoused cultural values.
These findings make a strong case for using the
performance appraisal process for the purpose of not only
evaluating individual performance for various administrative
goals, but for other goals related to creating, maintaining,
and perpetuating the desired organizational culture. This
suggests that organizational leadership (through its
management), when designing its PA system should pay
attention to the value system, or the culture, it wants to
prevail in its organization and include this information
along with other relevant performance measures into the PA
structure. Such a policy can lead to the existence of an
appropriate culture for that organization if, as the results
of this study show, the managers and supervisors at all
levels timely perform such appraisals for all their
subordinates.
Performance appraisal, which itself is often considered
a structural element designed for organizational control,
has the potential to have as much impact on an
organization's culture as any other mode of communication.
In that regard, this study takes a step towards looking at
PA as one more criteria to be examined during organizational
cultural studies and organizational intervention.
ACKNOWLEDGEMENT
This work is dedicated to Evelyne A. Kashi who
persevered with me during this challenging time. Your
patience and love are greatly appreciated. I would not
have made it without your support AB. Thank you.
III
Table of Contents
Acknowledgementa
Abstruct
List of Figures V
List of Tables VI
Chapter 1
Introduction 1
1.1 Preface !
1.2 Statement of the Prob1em 5
1.3 Research Purpose and Scope 8
Chapter 2
Research Methodology 11
2.1 Choice of Methodology 11
2.2 OCTAPACE: Survey of Organizational Ethos.12
2.3 The Performance Appraisal Perception
Scale 16
2.4 Study Hypotheses 21
Hypothesis 1 21
Hypothesis 2 22
Hypothesis 3 22
Hypothesis 4 23
Hypothesis 5 23
Hypothesis 6 23
2.5 Qualitative Methodology 24
2.6 Pragmatic Issues 28
2.6.1 Gaining Entry into Organizations 29
2.6.2 Control over Individual Participation 30
2.6.3 Designing and Pre-testing the Survey
Instrument 31
Chapter 3
Organization Theory and the
Organizational Culture Perspective 34
3.1 Introduction 34
3.2 The Emergence of the Organizational
Culture Perspective 38
Chapter 4
Understanding the Performance Appraisal
Process 48
4.1 Introduction 48
4.2 Performance Appraisal Literature Review.. 49
4.3 Performance Appraisal at Ecology Agency..55
IV
Chapter 5
Ecology Agency Culture 63
5.1 Introduction 63
5.2 The Anatomy of a Techno-Pollegal Culture.67
5.3 History of Ecology Agency 72
5.4 Current Ecology Agency Organizational
Structure 76
5.4.1 Air Quality Division 76
5.4.2 Water Quality Division 79
5.4.3 Waste Management and Cleanup Division 82
5.4.4 Regional Divisions 85
5.4.5 Management Services Division 86
5.4.6 Laboratory Division 86
5.4.7 Su.nunary 91
5.5 Societal Cultural Influence 94
5.6 Nature of the Business Cultural
influence 97
5.7 Views of the Leader Cultural Influence 111
5.8 Su.nunary of the Cultural Influences 104
Chapter 6
Results from Quantitative Inquiry 114
6.1 Introduction 114
6.2 Su.nunary of Findings 121
6.3 Hypothesis Testing 130
6.4 Su.nunary _ 139
Chapter 7
Discussion and Conclusion 14l
7.1 Introduction 141
7.2 Major Findings of the Study 142
7.3 Contributions of the Study 147
7.4 Study Limitations and Suggestions
for Future Research 148
References . . . . . . . . . . . . . . . . . . .. . 154
Appendices
1 Factor Analysis and the Construction of
the PA Perception Scale
1a Performance Appraisal Perception
Questionnaire
and PA Perception Scale Scoring Sheet
1b Organizational Culture Survey and Scoring
Sheet
1c Introductory Letter and Informed Consent
Form
ld Interview Questions For Organizational
Members
2 Complete Ecology Agency performance
Appraisal System Dimensions With Brief
Definitions