Version 1
: Received: 31 August 2024 / Approved: 31 August 2024 / Online: 2 September 2024 (08:45:09 CEST)
How to cite:
Dunnion, M. F.; Gbadamosi, G.; Francis-Smythe, J. The Illusion of Competence: A Deep Dive into Workplace False Performance. Preprints2024, 2024090019. https://doi.org/10.20944/preprints202409.0019.v1
Dunnion, M. F.; Gbadamosi, G.; Francis-Smythe, J. The Illusion of Competence: A Deep Dive into Workplace False Performance. Preprints 2024, 2024090019. https://doi.org/10.20944/preprints202409.0019.v1
Dunnion, M. F.; Gbadamosi, G.; Francis-Smythe, J. The Illusion of Competence: A Deep Dive into Workplace False Performance. Preprints2024, 2024090019. https://doi.org/10.20944/preprints202409.0019.v1
APA Style
Dunnion, M. F., Gbadamosi, G., & Francis-Smythe, J. (2024). The Illusion of Competence: A Deep Dive into Workplace False Performance. Preprints. https://doi.org/10.20944/preprints202409.0019.v1
Chicago/Turabian Style
Dunnion, M. F., Gbolahan Gbadamosi and Jan Francis-Smythe. 2024 "The Illusion of Competence: A Deep Dive into Workplace False Performance" Preprints. https://doi.org/10.20944/preprints202409.0019.v1
Abstract
This paper develops an understanding of False Performance as a negative form of workplace behaviour which has received scant attention. According to the quantitative literature, which measures False Performance using the Organisational Charlatan Scale (OCS), false performers are incompetent employees who deliberately portray themselves as better able to perform in a job role than they know themselves to be capable. In this study, False Performance was explored in United Kingdom public sector organisations for the first time, using novel focus group methodology and grounded theory. Eight focus groups (n=51) were conducted to explore employees’ perceptions and experiences of False Performance, with a focus on job interviews and performance appraisals. Using NVivo for analysis, five categories emerged: Co-Worker Perceptions of False Performance in the Workplace, False Performance in Interview/Appraisal Settings, The Impact of Trust on the False Performer, The Effect of False Performance on Co-Worker Morale, and Preventing False Performance in the Workplace. The results support the literature review that False Performance is a new and negative addition to the taxonomies of job performance. Human Resources (HR) managers are, therefore, urged to prevent and reduce False Performance via well-designed selection processes and performance appraisals, thereby improving co-worker trust amongst employees.
Business, Economics and Management, Human Resources and Organizations
Copyright:
This is an open access article distributed under the Creative Commons Attribution License which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.
