February 26 by The Running Son
by Gbolahan Gbadamosi
[repost from: http://www.scoopweb.com/Charlatanism]
This survey examines some of the key predictors of charlatan behaviour in Botswana. Usable data was collected from 1367 respondents using questionnaires administered in 7 cities. Results showed significant but inverse correlation between only continuance commitment and core self-evaluation, with all other variables being positively correlated with each other. Charlatan behaviour was significantly correlated with continuance commitment and self-rated job performance while these variables were not significantly correlated with each other. The significant predictors of charlatan behaviour were continuance and affective commitments and job performance. Managerial implications, study’s limitations and directions for future research were well articulated.
For several decades now, organisations worldwide have been concerned with maintaining and improving performance by sustaining and enhancing employee commitment. A sense of justice and fairness suggests that a committed employee is likely to perceive some trust in the management of the organisation. It is however clear that not all employees perform at their expected level because a number get by irrespective of how they perform and how committed they are. These are the charlatans who have mastered the art of survival in the organisation. Employee commitment does not just come from a favourable attitude towards an organisation; it is a comprehensive attitude that involves the belief that what the organisation and each employee accomplish makes a difference. Now more than ever, managers must learn to identify those “organisational charlatans” – individuals who seek to improve their perceived performance at the expense of their actual performance (Parne ll and Singer, 2001; Gbadamosi et al, 2004; Gbadamosi, 2005; Gbadamosi and Osuagwu, 2005).