Performance Appraisal Practices Research Articles

Do justice perceptions of performance appraisal practices affect organizational citizenship behavior through affective commitment? Evidence from the information technology industry

PurposeThe paper aims to examine the effect of justice perceptions of performance appraisal (JPPA) practices (i.e. distributive, procedural, informational and interpersonal justice) on organizational citizenship behavior (OCB) and affective commitment (AC) and the effect of AC on OCB. Further, it investigates the mediating role of AC in the relationship between JPPA practices and OCB. Moreover, this study examines the moderating effect of job level on the relationship between JPPA practices and OCB.Design/methodology/approachThe data were collected using a self-reported structured questionnaire. A total of 650 questionnaires were distributed among the employees of 50 information technology (IT) companies in India, and 503 samples were obtained. The conceptual framework was tested using the partial least squares structural equation modeling (PLS-SEM) method, and the moderating effect was tested using process macro.FindingsThe findings of this study reveal that the JPPA practices positively affect OCB and AC and AC affects OCB. Further, AC partially mediates this relationship between JPPA practices and OCB. Furthermore, the direct effect of JPPA practices on OCB happens to be strengthened when the job level decreases, thus confirming the moderating role of job level.Research limitations/implicationsThe findings of this study augment the social exchange theory (SET) by suggesting that individuals perceiving justice or fairness in performance appraisal practices are likely to have a greater AC that ultimately engages employees in OCB.Practical implicationsThis study will be helpful for human resource practitioners in IT companies who are responsible for the fairness of performance appraisal practices and expect their employees to be emotionally attached to the organization and engaged in OCB.Originality/valueThe study adds to the body of knowledge of how justice in performance appraisal practices links to OCB through AC and moderates by job level in an emerging economy in Asia.

Improving the Climate of Organizational Work Units through Socially Constructed Performance Appraisals

This research study aimed to explore the socially constructed performance appraisal strategies human resource managers need to improve the organizational work unit climate. Socially constructed performance appraisal strategies advocate for the employee based on social context, societal norms, and values. The methodology used was a qualitative exploratory study that explored the experiences of fifteen human resource managers, consultants, and practitioners who had knowledge, developed, or implemented socially constructed performance appraisal processes and practices to improve the organizational work unit climate. The theoretical basis for the research study was centered on three concepts--performance appraisal, organizational work unit climate, and performance appraisal strategies---and how organizational control theory intertwined with social exchange theory related to an organization’s performance appraisal practices, which influence employees’ perceptions of accuracy, trust, and fairness. The findings show the emergence of several themes, including challenges associated with the performance appraisal process, socially constructed performance appraisal characteristics, effective strategies for improving the organizational work unit climate, assessment of a socially constructed performance appraisal process, and the importance of social exchange theory when designing and administering socially constructed performance appraisal processes. Additional examination focused on the correlation between the organizational work unit climate and organization performance before and after the application of socially constructed performance appraisal process strategies.

The impact of justice perceptions of performance appraisal practices on job satisfaction and intention to stay: the mediating role of job engagement

PurposeThis study examines the direct impact of justice perceptions of performance appraisal practices (procedural, distributive, interpersonal and informational justice) on job satisfaction, intention to stay and job engagement. Further, it investigates the effect of job engagement on job satisfaction and intention to stay. Moreover, the study tests the mediating role of job engagement on the impact of justice perceptions of performance appraisal practices on job satisfaction and intention to stay.Design/methodology/approachA total of 650 self-report structured questionnaires were distributed among the employees of 50 information technology companies, and 503 samples were received. Partial least square-structural equation modeling was used to test the hypothesized model.FindingsThis study revealed that justice perception of performance appraisal practices positively affects job satisfaction, intention to stay and job engagement. In addition, job engagement positively affects job satisfaction and intention to stay. Further, job engagement significantly transfers the impact of justice perceptions of performance appraisal practices on job satisfaction and intention to stay, thus confirming the mediating role of job engagement. However, the significant direct impact of justice perceptions of performance appraisal practices on job satisfaction and intention to stay in the presence of a mediator, i.e. job engagement, revealed partial mediation.Research limitations/implicationsThe findings of this study augment the social exchange theory by explicating that an individual who perceives justice in performance appraisal practices is likely to have greater job engagement, which ultimately leads to higher job satisfaction and intention to stay. This study filled the research gap by examining the role of four justice components of performance appraisal practices on job satisfaction and intention to stay and the mediating role of job engagement in transferring the impact of justice perceptions of performance appraisal practices on job satisfaction and intention to stay.Practical implicationsThis study showed the importance of four justice components of performance appraisal practices in enhancing employee job engagement. Hence, this study would motivate information technology companies to maintain fairness in performance appraisal practices to enhance employee job engagement and ultimately increase job satisfaction and intention to stay.Originality/valueThis study is one of its kind that tested the direct impact of comprehensive justice components (procedural, distributive, interpersonal and informational justice) of performance appraisal practices on job satisfaction and intention to stay. In addition, this is a unique study that examined the mediating effect of job engagement on the impact of justice perceptions of performance appraisal practices on job satisfaction and intention to stay.

Impact of Performance Appraisal Fairness on Employee Productivity in Nigerian Federal Regulatory Agencies

In recent times, and in light of the global economic downturn, there have been calls for accountability and improved efficiency in the Nigerian public sector. The recently announced implementation of performance appraisal system across the entire federal civil service has highlighted the need for a review of the practice of performance appraisal in the public sector given the typical political influence that permeates most organizations in the sector. Drawing upon Equity Theory, this study examines the impact of performance appraisal fairness on employee productivity in Nigerian federal regulatory agencies, with emphasis on the National Agency for Food and Drug Administration and Control (NAFDAC). A descriptive survey research design was adopted, with primary data collected from staff of NAFDAC using a five-point Likert scale model questionnaire. Correlation and regression techniques were used to analyze the data which was collected through non probability quota sampling. The result revealed that interactional, procedural and distributive fairness in performance appraisal were statistically significant and positively influenced employees’ productivity in NAFDAC. Thus, the study recommends that considering the planned implementation of performance appraisal system across the entire federal civil service, government should design performance appraisal systems that will appropriately address these constructs to improve efficiency, accountability and productivity of the public sector.

Influence of Performance Appraisal on Employee Performance in the Energy Sector Kenya

Abstract
 The study focused more on exploring performance appraisal regarding employee performance to ascertain the influence of performance evaluation on employee performance in the energy sector. Similarly the objective of this research was to look into the result of goal setting on employee performance, to find out how career plans influence on workers’ effectiveness, and for determining the extent to which competency-based evaluation influence employees performance, to investigate the impact of ongoing feedback through employee achievement and to assess how incentives affect employee performance in Kenya energy sector through a research paper survey of Kenya Power Ltd. (KP), Kenya Electricity Transmission Company Ltd. (KETRACO), and Kenya Electricity Generating Company PLC. (KenGen), all of which are located in Nairobi County. The researcher used explanatory sequential design method. The study's population was 8820 employees, 11% of total population utilizing a sample size of 801 participant attracted as for all divisions in and to organizations, varying from Senior, middle, and lower-level management employees. Consequently, the researcher used a random sampling technique to collect data from respondents at various levels of management in Kenya's energy sector. Semi-structured questionnaires were used to gather primary data because they allow for open-ended responses from respondents and allow the researcher to easily prepare questions ahead of time to guide the discussion and keep the participants on topic. The collected data was analyzed by use of descriptive statistics and the Statistical Package for Social Sciences (SPSS). Finally, the data was interpreted into measures of central tendency, statistical dispersion, percentages, and person correlations utilizing the frequency distribution. Results were shown in tables, bar charts, and graphs will be used for information presentations. In relation to the impact on employee performance of performance appraisal, the observations suggest that the assessment leads to enhanced productivity in an organization. An effective evaluation model can increase the employees' interest and performance to achieve the specific objectives of the organization. Regarding the influence performance feedback on employee service delivery, the findings showed that effective feedback is crucial to employees to achieve their set objectives. Feedback allows employees to know exactly what is expected of them. The key to the successful empowerment and productivity is effective performance feedback between employees and supervisors. Adequate feedback builds accountability, as staff and supervisors contribute to development goals, skills identification, career development and motivation of employees for enhanced performance. The study concluded that efficient performance appraisal practices allow employees to express their performance challenges, ideas in achieving individual and company's set objectives. Effective feedback on measuring performance can result in improved productivity of employees. In order to improve employee performance, the study recommends optimizing practices for performance management. The contribution of each employee to accomplishing company goals should be the main emphasis of performance reviews.

Time management practice and associated factors among employees working in public health centers, Northwest Ethiopia: a mixed method study

BackgroundWhile progressing towards universal health coverage, poor time management in the healthcare system had significant effect on an individual such as imbalance, job dissatisfaction, and work ineffectiveness and finally poor productivity of the organization will be resulted. Information about time management practice in the healthcare system is limited. Therefore, the objective of this study was to assess time management practice and associated factors among employees working in public health centers, Dabat District, Northwest Ethiopia.MethodsA facility-based cross-sectional mixed methods (quantitative and qualitative) study was conducted in Dabat District from May 27 to June 22, 2022. A simple random sampling technique was used to select 413 study subjects and for the qualitative data, six key informants were selected. Self-administered questionnaire was used for the quantitative study, and an interview guide was employed for the qualitative study. Epi-data version 4.6 and SPSS 26 software were used for data entry and analysis, respectively. Open Code 4.6 software was used for qualitative data analysis. Variables with p-value of < 0.05 in multivariable analysis were considered as significant associated factors.ResultsA total of 396 employees participated in the study with a response rate of 95.8%. The result showed that overall, 54.8% (95% CI: 49.5–59.6) of health employees had practiced good time management. The likelihood of good time management was higher among those health workers who had planning experience (AOR = 2.04, 95% CI: 1.22–3.4), low procrastination habit (AOR = 1.65 95% CI: 1.04–2.65), satisfied with performance appraisal (AOR: 1.7, 95% CI: 1.05–2.81), and satisfied with organizational policy and strategy (AOR: 2.6, 95% CI: 1.6–4.3). The qualitative result also showed that the existing performance appraisal practices were not linked to rewards or sanction planning.ConclusionThe overall time management practice of public health center employees was low compared with prior studies. Organizational policies, prior planning experience, procrastination, and performance appraisal were all significantly associated factors with time management practice. Therefore, health center managers need to set an intervention to address all of the following factors to enhance employees’ time management skills at public health centers like evidence-based performance appraisals, sharing organizational policies, and engaging in capacity building activities such as training in time management and planning.

Performance Appraisal Practices in Indian HEI –A Critical Analysis

Abstract: With a large student population, the number of Higher Education Institutes (HEI) in India is growing manifold. When it comes to the number of HEI, India stands third in the world next to China and the U.S. (Rekha N, 2016). However, even after 75 years of independence, only four Indian B Schools occupy a place in the top 100 globally (Nanda, 2021). Though the number of management institutes and the student intake therein is increasing, the number of international students in these B Schools is declining. Whereas the scenario is contrary to what we observe about the population of international students studying in top global institutes outside India. Compared to other countries, India has the biggest advantage of the best return on investment and lowest fees for MBA programs. Despite this, why do Indian B schools lack a global profile? It is time for us to introspect the quality of our educational institutes and the programs offered by them. Existing studies and literature suggest that there are many factors responsible for it but this paper explicitly attempts to understand the critical issues hitting the Indian B schools -mainly the failure to attract and retain goodquality faculty members. Though there are several reasons, the focus of the research work is on the performance appraisal practices followed in HEI specifically in private management institutes in Pune, India, and its outcome It is found in the research outcome that though the private institutions consider the parameters of performance appraisal as mentioned by regulatory authorities, it is not directly linked with promotions, increments or financial incentives. There is no concrete positive outcome of performance appraisal; it is done for compliance purposes only. In the end, the researchers propose suggestions that may benefit all the stakeholders and help the Indian B Schools to acquire a global profile. Keywords : Higher Education Institutes; B School; Performance Appraisal; Faculty member; MBA; Students.

CAN PERFORMANCE-BASED REWARDS AND DEVELOPMENTAL PERFORMANCE APPRAISAL DRIVE RADICAL INNOVATION? THE MEDIATING EFFECT OF INNOVATIVE WORK BEHAVIOUR AND AFFECTIVE COMMITMENT

The aim of this paper is to empirically study the impact of the motivation-enhancing practices of performance-based rewards and developmental performance appraisal on radical innovation. The effect of innovative work behaviour (IWB) is also considered as a mediator in this relationship. The paper also considers the effect of performance-based rewards and developmental performance appraisal on affective commitment and whether this mechanism can drive employees’ IWB. A survey questionnaire was used to collect data from employees working in the telecommunications, mining, pharmaceutical, banking and technological industries in Jordan. The final sample comprised 270 valid responses. Research hypotheses were tested via structural equation modelling (SEM) using AMOS v28 and PROCESS by Hayes to test the mediating effects. The paper found that IWB mediates the relationship between performance-based rewards, developmental performance appraisal and radical innovation because the subsequent effect of IWB on radical innovation was significant and positive. This is also confirmed by the mediation analysis. Findings showed support for the positive impact of performance-based rewards and developmental performance appraisal on affective commitment. Additionally, the findings confirmed that affective commitment mediates the relationship between performance-based rewards, developmental performance appraisal and IWB.

Role of job satisfaction in microfinance institutions' performance: considering performance appraisal, training and development

PurposeThis study aims to examine the influence of training and development (TAD), including performance appraisal (PFA), on the performance of microfinance institutions in a developing economy.Design/methodology/approachA random sampling drew 100 microfinance institutions in Ghana's Greater Accra Region. Then, a purposive sampling approach selected a cross-section of employees in these institutions. Finally, the data were collected from a sample of 367 respondents, such as managers, utilizing a survey questionnaire. Structural equation modeling (SEM) was used to test hypothesized relationships.FindingsThe study results indicate that PFA has a statistically significant positive relationship with organizational performance, and this relationship is partially mediated by job satisfaction (JBS). Interestingly, the TAD process does not have a statistically significant positive relationship with organizational performance when JBS is present in the model. In fact, JBS fully mediates the relationship between TAD and organizational performance.Research limitations/implicationsThe study is limited to microfinance in tiers two and three in Greater Accra city of Ghana and did not include the entire country. Although the city of Accra provides a generalized representation of the research, which can be replicated, some variables and results may be impacted if other tiers of microfinance organizations are incorporated.Practical implicationsTAD, as well as PFA, enhance the performance of microfinance and can be utilized as tools for competitive advantage in small and medium-sized enterprises (SMEs) (e.g. microfinance institutions). The study accentuates the value of TAD, PFA and JBS in microfinance in a developing country like Ghana.Originality/valueThis is an original study investigating the effect of TAD and PFA practices on the performance of SMEs in a developing country like Ghana. Also, the study analyses JBS as a mediation variable to performance using SEM, which advances the research methodology in this research field.

Human Resource Management Practices and Organizational Performance in Public Sector Organizations: with reference to Development Officers in the Colombo District in Sri Lanka

Human Resource Management Practices and Organizational Performance in Public Sector Organizations: with reference to Development Officers in the Colombo District in Sri Lanka

Enhancing Fairness in Performance Appraisals: A Conceptual Framework Through a Systematic Literature Review

This study aims to comprehensively explore the multifaceted landscape of performance appraisals and, consequently, construct a coherent conceptual framework that augments the fairness and effectiveness of performance evaluation processes. The research design employs a meticulous, systematic literature review, drawing from 42 carefully selected articles from Scopus. This methodology facilitates in-depth analysis of diverse variables and dimensions associated with performance appraisals, particularly concerning the design of appraisal systems, the psychological elements at play, and the often-overlooked political influences. Within this intricate interplay, the study endeavors to unearth insights into the intricate mechanisms that govern the goal-setting process and the subsequent execution of performance appraisals within the dynamic public sector. Through an analytical lens, this study's findings enrich the development of a conceptual framework that transcends theoretical boundaries, finding practical resonance within the realm of performance appraisals. This framework, fortified by a holistic understanding of key dimensions and influential factors contributing to subjective bias, is a powerful instrument for unraveling and addressing fairness concerns inherent in performance appraisal practices. Ultimately, the framework presents a systematic trajectory for heightening the efficacy of performance appraisal design and execution, all underpinned by the overarching objectives of nurturing an environment of acceptable fairness.

Human Resource Management and Organizational Commitment of Commercial Banks in Nawalpur

Human resource management (HRM) is the practice of recruiting, hiring, deploying and managing an organization's employees. Organizational performance is the ability of an organization to reach its goals and optimize results. The aim of this study is to explore the perception of employees regarding HRM practices, the relationship between HRM practices and employee satisfaction. The study also aimed to find out the relationship between HRM practices and organizational commitment in Nepalese commercial banks in Nawalpur. The study was based on the quantitative research design and the participants in this study were the bank's employees' human resource management and their performance. The sample size for this study was maintained at 150 participants. To evaluate the phenomenon of the survey, a closed questionnaire was formulated. The results of this study indicated that recruitment and selection practices and organizational commitment are effective in Nepalese commercial banks. But training and development practice, compensation practice and performance appraisal practice is not so effective in Nepalese commercial banks.

Inclusive leadership and job satisfaction in Omani higher education: the mediation of psychological ownership and employee thriving

PurposeThrough the lens of social exchange and self-determination theories, this paper proposes and tests a model to explore how inclusive leadership practices foster employee job satisfaction at higher education institutions. It also explores the intervening roles of psychological ownership and employee thriving in this relationship.Design/methodology/approachThis study followed a positivist worldview and a quantitative methodology. The authors collected data from a sample of 329 academic and nonacademic staff working at Omani higher education institutions. The authors utilized partial least squares-structural equation modelling (PLS-SEM) to examine the model and test the hypothesized relationships.FindingsThis study's findings reveal that inclusive leadership is related to job satisfaction. They also show that psychological ownership and employee thriving mediate between inclusive leadership and job satisfaction at Omani academic institutions.Practical implicationsSince employees at Omani academic institutions come from different cultures, academic leaders should manage and promote inclusiveness by developing and enforcing relevant policies. They should carefully select the workforce that stimulates growth and effectiveness, create an atmosphere to foster acceptance and exchange of ideas, improve performance appraisal practices, and embed inclusiveness in their vision and mission.Originality/valueThis research helps researchers and practitioners better understand how inclusiveness fosters vitality and learning in the higher education sector. It also sheds more light on how psychological ownership and employee thriving mediate between inclusive leadership and job satisfaction. This research is also important due to its context, as it was implemented in a multicultural environment with a diverse workforce.

Exploration of performance appraisal Strategy based on Big data and enterprise Development investigate

In recent years, the reform of the power system structure has gone deeper and deeper, and the national reform goals of "legal basis, separation of government and enterprise, subject regulation, fair trade, reasonable price and effective supervision" are also being implemented step by step. In the process of the rapid development of the system architecture of electric power enterprises, many private enterprises have also joined in the complicated market competition. The challenge of power grid status also means that it is necessary to carry out internal exploration to effectively meet the market competition.&#x0D; As a kind of evaluation system used in enterprises, performance appraisal has many different levels of significance. Performance appraisal should be able to provide the basic strength for the vigorous development of the enterprise, create a fair, open and vibrant competitive environment, and provide guidance for the learning, work and development of employees. In the traditional practice of performance appraisal in the past, the appraisal system is often regarded as a relatively independent design unit, which is generally decoued from many background elements in the enterprise, such as the strategic objectives of the enterprise, the internal culture of the enterprise, the individual learning and development direction of the employee, and the attitude and guidance of the enterprise manager. However, under the background of current market reform, the important relationship between these factors and performance appraisal is being recognized more and more. In this context, this paper tries to explore the key points of performance appraisal strategies with big data technology as the main axis and enterprise development goals as the guidance.

The influence of performance-driven cultures on performance appraisal best practices effectiveness

Purpose This paper aims to analyze the synergistic influence of performance appraisal (PA) practices and performance-driven culture (PDC) on the effectiveness of the performance management (PM) system, which is measured by employees' reactions, namely satisfaction and perceived utility. It also analyzes the type of relationship between PA practices and PA satisfaction, specifically whether it is additive or modeled as a latent factor.Design/methodology/approach This is a cross-sectional study. Data were collected from 513 managers and employees working in 135 public and private organizations. The research model and hypotheses were tested using structured equation modeling.Findings The results support the positive impact of a set of four PA best practices on PA satisfaction. It shows that PDC is an enabler for the effective deployment of PA practices. It also demonstrates that the perceived utility of the PM system plays a role as a mediator in the relationship between PA practices and PA satisfaction.Research limitations/implications Data were collected using a questionnaire at a single point in time, and thus, cause-and-effect inferences were not possible.Practical implications The results provide guidance to organizations that are interested in designing and implementing PM systems and PA practices that contribute toward enhancing employees' managing performance experiences.Originality/value This study advances our understanding of the mechanisms by which organizational culture and PA practices influence the effectiveness of the PM system. It suggests that organizations, to benefit the most from a set of PA best practices, need to have a PDC.

Influence of Distributive Fairness on Performance Appraisal Practices in Public Secondary Schoolsin Cherangany Sub-County

Aims: Teachers’ performance appraisal has been an integral component of teacher management system in Kenya. As such its application is critical in ensuring quality delivery. This study therefore sought to establish the influence of distributive fairness on implementation of performance appraisal practices in public secondary schools in Cherangany Sub-County.&#x0D; Study Design: The study used concurrent triangulation design.&#x0D; Place and Duration of the Study: Public secondary schools in Cherangany Sub-County.&#x0D; Methodology: The study included 187 respondents. Of these there were 37 (25 male and 12 femaleprincipals having an age range of 35 – 51 years). In addition 150(80 male and 70 female teachers were included. Stratified, simple random and purposive sampling was used to select respondents. Questionnaire was used to collect information and opinions from teachers and interviews from the principals.&#x0D; Results: There was a significant positive influence of distributive fairness on implementation of performance appraisal practices (r= 0.51, p =0.000). Therefore, the more distributive fairness led to an increase in implementation of performance appraisal practices.&#x0D; Conclusion: The results indicated positive influence of distributive fairness in the implementation of performance appraisal practices in public secondary schools in Cherangany Sub-County. To change the negative influence from the teachers, the study recommends use of a combination of methods in collection of performance appraisal data such as peer observation, self-evaluation, 360-degree assessment, verbal discussions and external assessment. The teachers should however be involved in selection of the preferred appraisal methods.

Performance Appraisal for Career Development in A Semi-Political Institution

Performance management has become a popular instrument of reform in many countries and effectively improves the quality of bureaucracy. Its use is not limited to the macro and meso-levels but extends to the micro level as a basis for individual career development. Objectivity and subjectivity are contradictory but appear simultaneously in performance appraisal practice. This paper focuses on performance appraisal practices for individual career development in a semi-political organization in terms of four aspects: education, training, promotion, and rotation. The study uses a qualitative method to gather primary data through interviews with source persons in the Secretariat General of the House of Representatives, Republic of Indonesia. The result shows that subjectivity and political factor dominate employees’ performance appraisal as well as career development. It occurs predominantly in the process of rotation and promotion. Furthermore, performance appraisals have not been used in creating an individual development plan in terms of education and training.

Moderately developed employee performance appraisal systems in Hungarian hospitals

The aim of the study is to assess and present the structure of the performance management system and the practice of performance appraisal in Hungarian state-run hospitals in the framework of an exploratory, descriptive research. Objective data may be used to support performance appraisal practices, primarily alongside a strategic performance management goal. The performance measurement and evaluation practice emerging from the research can be considered to be of adequate quality on the basis of the recommendations formulated in the literature. It is found that moderately developed performance appraisal systems exist in Hungarian hospitals. When observing work performance, the direct results of employees’ work are the primary basis for performance appraisal. A scale for measuring the development of a performance appraisal system has been developed.

Performance appraisal practices in Bangladesh: the role of culture

Although existing human resource management literature has investigated the link between performance appraisal and culture, research based on smaller economies in Asia is limited. With a multiple case study approach, this paper analysed the performance appraisal process of five organisations in the private sectors of Bangladesh. It also examined how cultural dimensions, namely, assertiveness, in-group collectivism, power distance, uncertainty avoidance and future orientation, influence the appraisal practices. The findings show that pioneer domestic firms are in the initial stage of transition to performance management from performance appraisal, while weaknesses, such as single-source rating, a lack of performance feedback, and an absence of documentation for performance monitoring, exist in general. In addition, recent changes in employee assessment systems reflect shifts in the national culture. This study contributes to the literature that combines performance appraisal and culture, especially in the context of an emerging economy. It also offers managerial and policy implications.

EVALUATION OF PERFORMANCE APPRAISAL PRACTICES AND ORGANISATIONAL JUSTICE TOWARDS WORK-RELATED OUTCOMES: A CASE STUDY OF A MALAYSIAN GOVERNMENT AGENCY IN THE NORTHERN REGION

Performance appraisal practices and work-related outcomes have become a serious matter of concern to many organisations. These issues would jeopardise the employees’ well-being if there is no fairness in treatment in the organisation. As a result, this research aims to evaluate the effect of performance assessment practices on work-related outcomes, with organisational justice serving as a mediator. This research examined a randomly selected sample of 127 administrative employees from a Malaysian government institution located in the northern region. It examined the relationships between performance assessment practices and organisational justice, work performance, work deviant behaviour and the mediating consequences of organisational justice on these linkages. The research model was tested based on the Social Cognitive Theory. Results from the Partial Least Squares Structural Equation Modelling (PLS-SEM) indicated that performance assessment practices positively impacted organisational fairness and work performance. The results suggest that organisational fairness mediates the correlation between the work-related deviant behaviour and the impact of performance assessment practices on work performance. Looking at the study’s findings, enforcing HR practices would gain positive favour among its employees, who are vital assets in executing the organisation’s agenda. As a result, the transformation programme will be more aligned, allowing it to continue providing talent to the economy by improving its performance through its employees.