Abstract
This qualitative 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.