Interaction Effect of Manager's Implicit Person Theory and Perceived Performance Management Purpose on their Commitment to Performance Management

Abstract

There has been a growing literature regarding how subordinates’ reaction potentially impacts the performance management effectiveness. However, managers’ reaction to performance management has been largely overlooked. To address this research gap, the major purpose of the current study was two-fold. First, the present study proposed a three-component commitment model to conceptualize managers’ perception toward performance management. Second, by employing self-determination theory, the current study examined how managers’ implicit person theory and the perceived performance management purpose interactively shaped their commitment pattern towards performance management. Confirmatory factor analysis supported the hypothesized factor structure of performance management commitment. Further, managers’ incrementalism was a significant and negative predictor of continuous commitment to performance management. Lastly, the moderate effect of perceived purpose of performance management in the relationship between managers’ IPT and affective commitment to performance management was supported. Theoretical contribution, study limitations as well as further research directions were discussed.