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Effect of rating discrepancy on turnover intention and leader-member exchange

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Abstract

Despite the pervasiveness of rating discrepancy in organizations, there has been little research to examine how this common phenomenon occurring in performance appraisal influences an employee’s work relationships with an organization and a leader. In a field study surveying 147 R&D workers who were evaluated under forced distribution rating system, the present research explored this question by focusing on how rating discrepancy would affect an employee’s turnover intention and perceived leader-member exchange (LMX). With polynomial regression analysis and response surface methodology in a real-time research design, it was found that there were nonlinear relationships between rating discrepancy and turnover intention and LMX, respectively, and that these non-linear relationships were not symmetrical.

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Notes

  1. Rating discrepancy between self and a supervisor (or someone in a leader position) in the present study is in consideration of the purpose of the study to examine the effect of rating discrepancy on an employee’s work relationships with an organization or a leader. We presumed that the implication of rating discrepancy between self and a peer or a subordinate on our two focal work relationships would be relatively trivial.

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  1. Department of Business Administration, Soongsil University, Cumming Hall #106, Sangdo-Dong, Dongjak-Gu, Seoul, South Korea

    Won Jun Kwak

  2. College of Business and Economics, Korea University, 2511 Sejong-ro, Sejong City, 339-700, Republic of Korea

    Suk Bong Choi

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Kwak, W.J., Choi, S.B. Effect of rating discrepancy on turnover intention and leader-member exchange. Asia Pac J Manag 32, 801–824 (2015). https://doi.org/10.1007/s10490-015-9414-3

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