The effects of organizational social capital on perception of performance management: An empirical study

Performance management is a systematic process that includes employees' realizing their own potential and the applications required for obtaining more effective results from the organizations. Additionally, performance management provides an important contribution towards ensuring communication with managers in order to determine employees' current performance and to improve their future performance to achieve the goals of an organization. However, social capital is a multidimensional concept that emphasizes the structure and quality of relations. In terms of the structure and quality of social relations. Organizational social capital could also affect staff performance evaluation, and accordingly performance management applications that include wage, promotion and intention to quit the job. This study encompasses public and private banks operating in Eskişehir and aims to reveal the effect of social capital on performance management applications. With respect to this, quantitative research methods were used, and the data were collected through questionnaires by the researcher. Results of the study reveal that there is a direct and positive relationship between organizational social capital and performance management, and motivation has a partial mediating effect in this relationship. While the organizational social capital has a high level effect on performance evaluation, wage, and intention to quit the job, it has a medium size effect on promotion. Results of the research show that there is not a difference according to gender and the type of bank. Keywords: Social Capital, Performance Management, Structural Equation Modelling