Identifying behavioural correlates and predictors of false performance in Botswana
This source preferred by Gbola Gbadamosi
Authors: Gbadamosi, G.
Editors: Cantwell, J. and Kiyak, T.
Start date: 30 June 2008
Journal: Knowledge Development and Exchange in International Business Networks, Proceedings of the 50th Annual Meeting of the Academy of International Business
Publisher: East Lansing MI: Academy of International Business
The study examines the relationship among organisational commitment, trust in management, core self-evaluations, job performance, job characteristics and charlatan behaviour. This survey utilised standardised and structured measures to obtain data from an African sample. About 2500 questionnaires were administered with usable data collected from 1367 respondents in 6 cities and towns in Botswana.
Much as the results showed significant cross-correlation among the variables of the study. The main construct of our interest – charlatan behaviour – was significantly correlated only with continuance commitment and self-rated job performance. Significant but inverse correlation was found only between continuance commitment and core self-evaluations, with all other variables being positively correlated with each other. Similarly, continuance and affective commitment and job performance emerged the only significant predictors of charlatan behaviour.
Managerial implications include the need for HR practitioners to give higher consideration to predictors of charlatan behaviour and put in place parameters for the identification of individuals with calculative deception, deceptive appearance and desperate self-preservation among others. The study’s limitations were highlighted with directions for future research articulated.