Harvard Business Review
Originally posted February 15, 2019
Here is an excerpt:
Unjust accountability systems. When an organization’s processes for measuring employee contributions is perceived as unfair or unjust, we found it is 3.77 times more likely to have people withhold or distort information. We intentionally excluded compensation in our research, because incentive structures can sometimes play disproportionate roles in influencing behavior, and simply looked at how contribution was measured and evaluated through performance management systems, routine feedback processes, and cultural recognition. One interviewee captured a pervasive sentiment about how destructive these systems can be: “I don’t know why I work so hard. My boss doesn’t have a clue what I do. I fill out the appraisal forms at the end of the year, he signs them and sends them to HR. We pretend to have a discussion, and then we start over. It’s a rigged system.” Our study showed that when accountability processes are seen as unfair, people feel forced to embellish their accomplishments and hide, or make excuses for their shortfalls. That sets the stage for dishonest behavior. Research on organizational injustice shows a direct correlation between an employee’s sense of fairness and a conscious choice to sabotage the organization. And more recent research confirms that unfair comparison among employees leads directly to unethical behavior.
Fortunately, our statistical models show that even a 20% improvement in performance management consistency, as evidenced by employees belief that their contributions have been fairly assessed against known standards, can improve truth telling behavior by 12%.
The info is here.