Performance Appraisal Justice Research Articles

Performance appraisal justice and employees' work engagement in the public sector: Making the most of performance appraisal design

AbstractRegarding organizational justice, performance appraisal (PA) systems are among the most crucial mechanisms shaping the employee work experience. Nonetheless, research has mostly neglected to explain the relationship between the characteristics of PA systems, employees' perceptions of PA justice, and work engagement in the public sector. Based on a combination of observational and experimental data from 11 public sector organizations in Italy, this article aims to unfold the nature of these relationships. Following the recent calls for diversified methodological designs, a combination of structural equation modeling with a discrete choice experiment is provided. The results show that designing PA systems with rater–ratee feedback sessions and calibration mechanisms leads to fairer perceived PAs, with PA justice being associated with public employees' work engagement.

Perception of Justice in Performance Appraisal in Relation to Intensive Care Nurses’ Creative Self Efficacy: Comparative Study

Perception of Justice in Performance Appraisal in Relation to Intensive Care Nurses’ Creative Self Efficacy: Comparative Study

The Influence of Performance Appraisal Justice on Employee Job Performance: A Dual Path Model

Performance appraisal, as a powerful tool for human resource management, has become an important driving force for organizations to achieve sustainability. However, only when employees believe that a performance appraisal is fair can an organization’s performance appraisal truly work and have a positive impact on employees. Hence, based on social exchange theory and social identity theory, we theorized and validated a dual path model to explore the influence of performance appraisal justice on employee job performance through work engagement and organizational identification. Survey data from 404 Chinese employees and their direct supervisors in high-tech enterprises were analyzed using multiple regression and structural equation modeling. Results indicate that performance appraisal justice of employees has a positive impact on their work engagement, organizational identification, and job performance. In addition, both work engagement and organizational identification of employees partly mediated the relationship between performance appraisal justice and their job performance. Our conclusions mean that when employees perceive justice in organizational performance appraisals, they will actively engage in their daily work and truly identify with their organizations, thus improving job performance, which is conducive to the sustainable development of organizations. The limitations and implications for future research and practice are also discussed.

EFFECTS OF THE PERCEPTION OF PERFORMANCE APPRAISAL ON AFFECTIVE COMMITMENT: CASE OF THE MOROCCAN BANKING COMPANIES


 This research aims to assess the influence of performance appraisal justice perceptions on the affective commitment. It analyzes the effects of all dimensions of organizational justice in the context of performance appraisal across affective commitment. Thus, hypotheses were formulated in order to relate the direct effects of performance appraisal process justice perceptions towards affective commitment. To propose our model research, we conducted an empirical study conducted with a sample of 260 banking executives. The results have verified the totality of assumptions. Our results reveal that the three dimensions of organizational justice in the context of performance appraisal influence positively affective commitment.

IMPACT OF JUSTICE IN EMPLOYEE PERFORMANCE AND MODERATING ROLE OF ARTIFICIAL INTELLIGENCE: A CONCEPTUAL STUDY

This study investigates the impact of justice’s dimensions: distributive justice, procedural justice, interactional justice on performance appraisal satisfaction, and artificial intelligence utilisation to improve employee performance in Penang multinational companies (MNCs). They are grounded with Organizational Justice Theory as the theoretical framework to examine the relationship between Artificial Intelligence utilisation in enhancing justice to improve employee performance. In conducting this study, the required data will be collected through a closed-ended structured questionnaire in Penang, Malaysia. The questionnaire was adopted and adapted from many related studies. The data collection approach for this research is based on internet-based technologies such as online platforms. This paper proposes ways of managing employee performance by boosting performance appraisal satisfaction based on a practical performance appraisal that is relevant and unbiased. The paper will provide novelty into justice in performance appraisal through artificial intelligence that is pivotal to the employee performance optimisation in Penang multinational companies. The paper will help organisations recognise the significance of enhancing the performance appraisal as a practical strategic approach to integrate human resource activities with business policies and provide a better understanding of the impact of justice to the performance appraisal in the Penang multinational companies (MNCs).

Performance appraisal justice and work attitudes of health-care workers in Ghana

PurposeWhile the extant literature has mainly examined either organisational justice or performance appraisal on employee attitudes, studies assessing the effect of performance appraisal justice (PAJ) on employee work attitudes are very limited. Hence, this study aims to investigate the effects of PAJ on employee work attitudes (job satisfaction and employee commitment) using empirical insights from health-care workers in Ghana.Design/methodology/approachThe study collected data from 302 workers in six selected health-care institutions and used multiple regression and bootstrapping mediation methods for the analyses.FindingsThis study found that interpersonal and procedural PAJ has significant positive effects on job satisfaction, but distributive PAJ showed an insignificant positive outcome. Then, while distributive and procedural PAJ has significant positive effects on employee commitment, interpersonal PAJ was insignificant. Moreover, job satisfaction significantly mediated the relationship between employee commitment and the three dimensions of PAJ.Practical implicationsThis implies that PAJ can trigger positive employee work attitudes such as job satisfaction and commitment to facilitate the realisation of positive health-care outcomes if fairness and justice are effectively integrated into performance appraisal practices in health-care institutions.Originality/valueThe study contributes to extending organisation and human resource theories in the context of health-care services by applying the organisational justice theory to understand the job attitudes of workers in the health-care sector and institutions: a highly under-research context with respect to the topic.

INVESTIGATING THE IMPACT OF PERFORMANCE APPRAISAL JUSTICE ON JOB PERFORMANCE AND OCB OF EMPLOYEES: PATH THROUGH WORK ENGAGEMENT

Purpose of the study: The study intends to find the interaction of Performance Appraisal Justice (PAJ) and work engagement (WE) to predict employee job performance (JP) and organizational citizenship behaviour (OCB) under the umbrella of fairness heuristic theory (JHT) and social exchange theory (SET). 
 Methodology: Hypotheses testing was done using linear regression data on the data set of 325 respondents. The results are significant and indicated that Justice in the performance appraisal system is positively related to employee outcomes (OCB and job performance) with mediating effect of work engagement. 
 Main Findings: Interaction between exogenous, endogenous, and intervening variables suggests that there is a positive relationship between PAJ and WE and WE mediate the relationship between PAJ and OCB and PAJ JP. In the organizational setting of Pakistan, this study addresses PAJ and its important outcomes which are beneficial for the organization’s effective outcomes.
 Applications of this study: This study throws light on the management, organizational, and administrative sciences literature, especially the human resource, organizations, and industrial behavior perspective. Administrators and human resource managers can apply the findings of this study. The study can be applied to both the public and private sectors.
 Originality/Novelty: Pakistani organizations have high collectivism, uncertainty avoidance and power distance, centralization, bureaucracy, and authority in organizations. Therefore, this study has proved some prominent outcomes as compared to countries with a more constant climate. The study sheds light on very important aspects of workplace behavior such as justice, work engagement, OCB, and performance with a particular focus on developing countries.

The Dimension of Performance Appraisal Justice and Intention to Quit Work: The Mediating Role of Organisational Support, A Study Based on Exploratory Factor Analysis (EFA) and Confirmatory Factor Analysis (CFA)

The objective of this study is to develop and validate the instruments that are to be used in the field study. The instruments were validated based on Exploratory Factor Analysis (EFA) procedure using the Statistical Package for Social Sciences (IBM SPSS) Version 25. The sample for the pilot study was comprised of 146 randomly selected policemen, and the field study was comprised of 513 randomly selected police personnel. Meanwhile, the data collected from the field study was analysed based on the Confirmatory Factor Analysis (CFA) using Smart Partial Least Squares (PLS) 3.0 software. The EFA procedure yielded seven constructs with 49 items, which were procedural justice (formal) = 4 items, procedural justice (interaction) = 3 items, distributive justice = 6 items, interpersonal justice = 6 items, information justice = 6 items, organisation support = 17 items, and intention to quit work = 7 items. Base on CFA procedures, composite reliability (CR), average variance extracted (AVE), loading indicator and discrimination validity was adequate and achieved the cut off points. Additionally, all items from 7 constructs in this study are valid and reliable. Therefore, the EFA and CFA procedures were aptly used to analyse the perception of the Royal Malaysian Police members in this study, providing a useful guide for future researches on the complete process and procedures in validating and reliability a questionnaire instruments.

Performance appraisal justice and affective commitment: examining the moderating role of age and gender

PurposePerformance appraisal (PA) is one of the most indispensable human resource management practices as many critical decisions regarding employees’ performance are heavily based on the PA results as they are responsible for various attitude-related outcomes. This study aims to investigate the relationship between PA justice and affective commitment (AC) of employees in the Indian banking sector, and to examine the moderating effects of age and gender on this relationship.Design/methodology/approachA total of 298 employees from the banking sector were randomly selected to examine the relationship between PA justice and AC along with the moderating role of age and gender on this relationship through structural equation modelling using AMOS 21.FindingsThe findings of the study supported hypothesized relationships as PA justice significantly predicted the AC of bank employees in India. The moderating effects of age and gender on the relationship of PA justice and AC are found to be high for older employees and female employees, respectively.Research limitations/implicationsAs the present study was cross-sectional, so any inferences regarding causality are limited. Theoretical and managerial implications have been discussed in the context of banking sector.Originality/valueThe paper contributes new insights to the existing literature by examining the moderating effects of age and gender on the relationship of PA justice and AC in the context of Indian banking sector.

Perception of Justice in Performance Appraisal: Empirical Findings from Enterprises from the West Pomeranian Voivodship in Poland

Employees’ perception of justice in performance appraisal systems is an important element of human resources management. Perception of justice directly affects employee motivation and performance, thus the operation of companies and their competitive position. It is necessary that employee appraisal be seen by the staff as fair, because employees today are particularly sensitive to matters of justice in the context of assessment of their work and in their treatment by superiors, while the achievement of organizational goals largely depends on their motivation and performance. This study uses results of a survey conducted on a group of 601 employees from companies in the West Pomeranian Voivodship in Poland. The main purpose of this study is to assess employees’ perceptions of fairness towards the performance appraisal in companies of the said province. The findings of the study indicate that close to a half of employees perceive appraisal as unfair and the perception of justice is worst in medium-sized enterprises and among regular workers and mid-level managers. At the same time, a liberal percentage of employees point out that the assessment criteria established are unfair and biased with discriminatory prejudices. The survey has also shown that appraisals are not useful as they do not significantly affect the personnel policy conducted in companies. The results obtained are negative and mean that the approach to appraisal systems in companies must change. The research on perception of justice and usefulness of performance appraisals also points to practical consequences for companies.

Justice in performance appraisal

Performance appraisal serve different functions within a university. It helps to identify and evaluate the performance of individual faculty members. The purpose is to explore justices, that is satisfaction with, professional learning from and work motivation generated by performance appraisals. A quantitative research study with a survey in four universities in the west of Norway, 103 employees answered the questionnaire. Employees in universities are satisfied with and experience fair performance appraisal. They experience professional learning from fair performance appraisal, but not work motivation by fair performance appraisal. We found a weak correlation in the group of professors/researchers and administrative staff. There is a significant relationship between procedural justice and satisfaction with the performance appraisal system, and between procedural justice and professional learning. There is no significant relationship between procedural justice and work motivation generated by the performance appraisal system, only small significant relationship for managers and professors.

Justice in performance appraisal

Performance appraisal serve different functions within a university. It helps to identify and evaluate the performance of individual faculty members. The purpose is to explore justices, that is satisfaction with, professional learning from and work motivation generated by performance appraisals. A quantitative research study with a survey in four universities in the west of Norway, 103 employees answered the questionnaire. Employees in universities are satisfied with and experience fair performance appraisal. They experience professional learning from fair performance appraisal, but not work motivation by fair performance appraisal. We found a weak correlation in the group of professors/researchers and administrative staff. There is a significant relationship between procedural justice and satisfaction with the performance appraisal system, and between procedural justice and professional learning. There is no significant relationship between procedural justice and work motivation generated by the performance appraisal system, only small significant relationship for managers and professors.

An Opportunity to Grow or a Label? Performance Appraisal Justice and Performance Appraisal Satisfaction to Increase Teachers' Well-Being.

Performance management is a key factor to enhance professional development and improve teaching quality. This process is successful only if teachers perceive it as fair, clear, and effective: namely, if it is satisfying. Carefully considering teachers’ attributions in the performance appraisal process is fundamental to better clarify the relations between performance management and positive individual outcomes. Therefore, this study aims to investigate the effects of perceived performance appraisal justice on teachers’ well-being, in terms of job performance, job satisfaction, and life satisfaction, hypothesizing the mediation role of performance appraisal satisfaction. Data from a sample of Italian teachers were analyzed through structural equation modeling. Results confirm the mediation role of performance appraisal satisfaction. In particular, perceived performance appraisal justice was positively associated to performance appraisal satisfaction, which, in turn, was positively associated with job performance, job satisfaction, life satisfaction. Consequently, performance appraisal satisfaction totally mediated the relations between performance appraisal justice and the outcomes considered. Findings are relevant for two reasons. First, they contribute to better understanding the performance management process in educational settings – an issue requiring further attention. Second, they contribute to highlighting the importance of performance management efficacy, which is essential not only to improve individual well-being but also to enhance teaching quality.

Pengaruh Keadilan Organisasi dalam Penilaian Kinerja terhadap Kepuasan Penilaian dan Kinerja Karyawan

Since 2012, management of PTPN V Pekanbaru implemented a new system of performance appraisal, named Competency-Based Performance Management (CBPM) for replaced the earlier system. The difference between CBPM and the earlier system is CBPM use a set of measured performance indicator, while in the old system, performance appraisal done by graphic rating scale method. One of performance appraisal effectiveness indicator is organizational justice on performance appraisal. The purpose of this study is to analyze organizational justice in performance appraisal and their influence on satisfaction toward performance appraisal and employee’s performance. Data collected from 196 respondents from managerial employee by a set of online questionnaire with purposive sampling’s technique. Descriptive analysis carried out by mean value’s analysis and range’s criteria analysis. Hypothesis testing has done by Structural Equation Modelling-Partial Least Square (SEM-PLS) analysis. The descriptive analysis shows that organizational justice in the performance appraisal had run well and the employees had satisfied toward the performance appraisal. SEM-PLS analysis shows that organizational justice in performance appraisal effect to satisfaction of performance appraisal and employee’s performance significantly. Satisfaction toward performance appraisal does not play a role in mediating the influence of justice in the performance appraisal to employee performance

Perception of Justice in Performance Appraisal; A Comparative Study of Public And Private Institutions of Pakistan

The aim of this study is to assess the employees’ perception of justice related to the Performance Appraisal System and its impact on the satisfaction level with the help of supervisor role as moderator. Quantitative techniques are used to analyze the data. Data were collected through non-probability sampling. Survey Questionnaire is used to collect the data. The research investigates the information about employee’s perception of performance appraisal and its effect on their level of satisfaction. The 200 responses were obtained from different institution of public and private sector of Pakistan, those institutions are from Banking and Airline Sector. Study do not support the supervisor role as moderator. On the other hand comparison of Public and Private Institutions shows minimal difference among perception of their employees and also there is very less difference existing among performance appraisal practices of both sectors of Pakistan.

The Effect of Employees’ Perceived Fairness of Performance Appraisal Systems on Employees’ Organizational Commitment

Previous researchers have paid significant attention to the effect of employees’ perceived fairness on organizational commitment. However, only few have specifically examined the employees’ perceived fairness on the performance appraisal system practiced in the organizations. Drawing upon the Equity Theory and Social Exchange Theory, this study specifically investigated the relationship between employees’ perceived fairness of performance appraisal (procedural justice, distributive justice, and interactional justice) and their commitment towards organization. The instruments used to measure the variables have been adapted from the previous researchers. A pilot study has been carried out in determining the suitability of the instrument and the research. This research used the probability sampling technique that is simple random sampling. Out of 155 questionnaires that have been distributed to the non-executive employees in Malaysia’s oil and gas industry, only 108 have been completed and valid for this study. The data were codified and analyzed by using SPSS. The results were basically in the form of reliability, frequency, correlations and multiple regressions. From the finding, interactional justice of performance appraisal was the significant predictor towards employees’ organizational commitment behaviors. Thus, managerial implications and directions for further research are discussed.

인사고과 공정성, 정서적 안녕, 이타적 행동의 관계 - 진성리더십의 조절된 매개효과 -

인사고과 공정성, 정서적 안녕, 이타적 행동의 관계 - 진성리더십의 조절된 매개효과 -

Perceived justice in performance appraisal among Vietnamese employees: antecedents and consequences

The current study investigates the antecedents and consequences of perceived justice in performance appraisal (PA) among Vietnamese employees. Although PA is popular in Vietnam, few researches to examine the effectiveness of PA practice in Vietnamese company have been reported. This research explores the issue of justice in PA from the employee perspective. Cross-sectional data were collected from full-time employees at various organisations who are enrolling in night-time Master courses using self-reported questionnaires which yielded a final sample size of 546 observations. Results of multiple regression analyses indicate that participative PA, PA training, trust in rater and the use of forced distribution ranking system have been found to influence the perception of procedural and distributive justice in PA. Perception of procedural and distributive justice in PA, in turn, significantly impacts intention to stay with the organisation. The relationships between perceived justice in PA and job performance, however, are partly in contradiction to previous predictions. While perceived distributive justice in PA strongly influences, perception of procedural justice does not influence job performance. Discussion of results and implications are also detailed.

Perceived justice in performance appraisal among Vietnamese employees: antecedents and consequences

Perceived justice in performance appraisal among Vietnamese employees: antecedents and consequences

Organizational Politics and Validity of Layoff Decisions: Mediating Role of Distributive Justice of Performance Appraisal

ABSTRACTThis study examines employees’ perceptions of organizational politics (POP), distributive justice of performance appraisal (PA), and validity of layoff decisions in a work setting where downsizing had recently been implemented: Egyptian hotels. A total of 400 employees filled out self-administrated questionnaires analyzed using structural equation modeling (SEM). Findings suggested that low distributive justice of PA mediated the negative relationship between OP and validity of layoff decisions. A negative direct relationship was found between OP and validity of layoff decisions. This study contributes to the discussion on whether OP has a positive or negative influence in terms of the validity of human resources (HR) decisions. Results offer managerial insights into the risks that HR decision-making processes are exposed to in an environment with high OP and a low distributive justice.