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Journal articles on the topic 'Performance appraisal justice'

Author: Grafiati

Published: 4 June 2021

Last updated: 9 February 2022

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1

Vinje, Marianne, and Frøydis Vasset. "Justice in performance appraisal." International Journal of Public Sector Performance Management 6, no. 6 (2020): 843. http://dx.doi.org/10.1504/ijpspm.2020.10032616.

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Vasset, Frøydis, and Marianne Vinje. "Justice in performance appraisal." International Journal of Public Sector Performance Management 6, no. 6 (2020): 843. http://dx.doi.org/10.1504/ijpspm.2020.110992.

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3

Rowland, Caroline Ann, and Roger David Hall. "Organizational justice and performance: is appraisal fair?" EuroMed Journal of Business 7, no. 3 (2012): 280–93. http://dx.doi.org/10.1108/14502191211265334.

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PurposeIn a changing economic climate, characterised by pressures to improve productivity and reduce costs, performance management has a more central role in helping to ensure competitive advantage. Appraisals have become an almost universal feature of modern organizations and it is essential that they are perceived as fair if they are to bring about commitment to discretionary effort, which is increasingly a key feature in gaining competitive advantage. The purpose of this paper is to examine the outcomes and processes of performance appraisal through the concept of organizational justice.Des

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4

Thurston, Paul W., and Laurel McNall. "Justice perceptions of performance appraisal practices." Journal of Managerial Psychology 25, no. 3 (2010): 201–28. http://dx.doi.org/10.1108/02683941011023712.

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Masrukin, Masrukin, Musa Hubeis, and Hari Wijayanto. "Pengaruh Keadilan Organisasi dalam Penilaian Kinerja terhadap Kepuasan Penilaian dan Kinerja Karyawan." Jurnal Manajemen Teori dan Terapan | Journal of Theory and Applied Management 11, no. 3 (2018): 231. http://dx.doi.org/10.20473/jmtt.v11i3.10611.

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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 tow

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Anang Kistyanto, Fajru Achmi Fauziah. "Pengaruh Persepsi Keadilan Distributif pada Penilaian Kinerja Terhadap Kinerja Karyawan yang Dimediasi oleh Kepuasan Penilaian Kinerja di PT. Dok dan Perkapalan Surabaya." Jurnal Ekonomi Bisnis dan Kewirausahaan 5, no. 1 (2016): 1. http://dx.doi.org/10.26418/jebik.v5i1.16179.

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The purpose of this research is to examine and analyze the effect of distributive justice onperformance appraisal to work performance through performance appraisal satisfaction (study onPT. Dok dan Perkapalan Surabaya). This type of research is a causality research studies, with thequantitative approach. This research was using simple random sampling. This research used asample of 137 respondents was drawn from employees of PT. Dok dan Perkapalan Surabaya inProduction Department. The result was based on path analysis method showed that there was asignificant direct effect distributive justice

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Nassar, Mohamed A., and Michel Zaitouni. "Perceived performance appraisal justice in Egyptian chain hotels." International Journal of Culture, Tourism and Hospitality Research 9, no. 3 (2015): 329–45. http://dx.doi.org/10.1108/ijcthr-04-2015-0028.

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Purpose – This paper aims to examine the relationships between perceptions of organisational justice, perceived competence of supervisor and perceived supervisory support (PSS) in hotel employees in Egypt. Design/methodology/approach – Employees who worked in chain hotels in two cities completed questionnaires on each dimension. Principal component analysis and hierarchical regression analysis were used to evaluate relationships among the dimensions to test the hypothesis that PSS mediates the relationship between perceived organisational justice and perceived competence of supervisor. Finding

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Palaiologos, Anastasios, Panagiotis Papazekos, and Leda Panayotopoulou. "Organizational justice and employee satisfaction in performance appraisal." Journal of European Industrial Training 35, no. 8 (2011): 826–40. http://dx.doi.org/10.1108/03090591111168348.

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N., Elangovan, and Sridhar Rajendran. "Impact of functional interdependency on employee satisfaction with performance appraisal in the real estate industry." Problems and Perspectives in Management 18, no. 4 (2020): 213–27. http://dx.doi.org/10.21511/ppm.18(4).2020.19.

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Unbiased performance appraisal tends to bolster the performance of employees. The studies indicate several inadequacies with the current performance appraisal systems. Functional interdependence is one such factor that has been ignored. The study aims to find the factors that can improve the satisfaction with performance appraisal of employees whose deliverables are highly interdependent on other functions. Organizational justice, rater competence, inter-functional conflict, and cohesion are considered the mediating variables. To test the model, the data are collected through a survey using a

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10

Khan, Mohammad Hanif, Altaf Hussain, and Muhammad Asad Khan. "The Importance of Organizational Justice, Appraisal Purposes and Employee Satisfaction in Performance Appraisal System in Academic Sector of Pakistan." Journal of Accounting and Finance in Emerging Economies 6, no. 1 (2020): 191–200. http://dx.doi.org/10.26710/jafee.v6i1.1079.

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The purpose of this article is to find out the importance of organizational justice and its types along with employee satisfaction in the performance appraisal system. Data were collected from a sample of 180 respondents who replied their opinions regarding the variables included in the study. This study used SPSS to analyze collected data. The findings of study found a linkage of three kinds of organizational justice with performance appraisal. Also a strong association of employee satisfaction was found with components of organizational justice. The core restriction is that this study provid

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11

., Saraih, U. N, Mohd Karim, et al. "Relationships Between Trust, Organizational Justice and Performance Appraisal Satisfaction: Evidence from Public Higher Educational Institution in Malaysia." International Journal of Engineering & Technology 7, no. 2.29 (2018): 602. http://dx.doi.org/10.14419/ijet.v7i2.29.13983.

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The main objective of this present study is to reveal the role of trust as a mediator in the relationship between organizational justice and performance appraisal satisfaction. This study is carried out by distributing questionnaire among 340 staffs. In this research, the questionnaire is administered to staffs from various schools in one of the Malaysian Public Higher Educational Institution (PHEI). Data are analysed by using the PROCESS (Hayes, 2013). As a result, a significant effect of organizational justice on performance appraisal satisfaction with trust as the mediator F(2, 337)=.396, p

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Daukšytė, Dovilė, and Jurgita Lazauskaitė-Zabielskė. "Darbuotojų pasitenkinimas veiklos vertinimu: suvokto veiklos vertinimo teisingumo ir veiklos vertinimo ypatumų empirinė analizė." Management of Organizations: Systematic Research 76 (2016): 25–42. http://dx.doi.org/10.7220/mosr.2335.8750.2016.76.2.

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Kivipõld, Kurmet, Kulno Türk, and Lea Kivipõld. "Performance appraisal, justice and organizational effectiveness: a comparison between two universities." International Journal of Productivity and Performance Management 70, no. 1 (2020): 87–108. http://dx.doi.org/10.1108/ijppm-05-2019-0229.

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PurposeThe purpose of this paper is to identify how the design of a performance appraisal system (PAS) affects the perceived justice of academic employees (AE) about their performance appraisal (PA) and how this is associated with organizational effectiveness in terms of organizational leadership (OL).Design/methodology/approachThe study subjects are two economic faculties of two Estonian public universities. The data for the study were collected using the PA Survey with a total of 82 AEs, OL Capability Questionnaire with a total of 72 AEs and the organizations' documents to analyze PAS. Asses

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Jamaiudin, Norhaslinda, Normala Adnan, Rabi'ah Aminuddin, and S. M. Abdul Quddus. "Towards Developing an Integrity Framework in Performance Appraisal System (PAS) in the Malaysian Public Sector: A Preliminary Analysis from Justice and Ethical Perspectives." Management and Organizational Studies 5, no. 1 (2018): 37. http://dx.doi.org/10.5430/mos.v5n1p37.

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The implementation of Performance Appraisal System (PAS) is seen as a strategic move to foster performance-basedwork culture in the Malaysia’s public sector. Embedded in pay-for performance system, the new appraisal systemwhich was first introduced in 1992 establishes linkage between pay system, performance and competenciesdevelopment. However, the chain tying pay to performance appears to be weak. Massive disappointment signalspoor implementation as the appraisal system was overshadowed by inappropriate instrument design, rater error,inaccurate rating, bias assessment, etc. These major setbac

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Pashkina, Marina, and Maria S. Plakhotnik. "Mystery shopping through the lens of organizational justice." Industrial and Commercial Training 50, no. 3 (2018): 109–22. http://dx.doi.org/10.1108/ict-11-2017-0088.

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Purpose The purpose of this paper is to share how the concept of organizational justice could help to explore employee satisfaction with the mystery shopping appraisal system. Design/methodology/approach The research was conducted at a fast-food restaurant chain located in Russia. Data were collected through an online-questionnaire distributed among all 516 chef-cashiers of the 86 restaurants of the chain located in Saint Petersburg. The questionnaire consisted of 17 closed-ended and one open-ended questions. Findings Violations of norms of procedural, distributive, and informational justice w

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16

Nurse, Lawrence. "Performance appraisal, employee development and organizational justice: exploring the linkages." International Journal of Human Resource Management 16, no. 7 (2005): 1176–94. http://dx.doi.org/10.1080/09585190500144012.

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17

Heslin, Peter A., and Don VandeWalle. "Performance Appraisal Procedural Justice: The Role of a Manager’s Implicit Person Theory." Journal of Management 37, no. 6 (2009): 1694–718. http://dx.doi.org/10.1177/0149206309342895.

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Although there is a vast literature on employee reactions to procedural injustice, little is known about the important issue of why some managers are less procedurally just than others. In this field study we found that a manager’s implicit person theory (IPT; i.e., extent of assumption that people can change) predicted employees’ perceptions of the procedural justice with which their last performance appraisal was conducted. These procedural justice perceptions in turn predicted employees’ organizational citizenship behavior, as partially mediated by their organizational commitment. This rese

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Azman, Ismail, and Abd Razak Mohd Ridwan. "Performance-based Reward Administration Enhancing Employees’ Feelings of Interactional Justice." Studies in Business and Economics 12, no. 1 (2017): 5–18. http://dx.doi.org/10.1515/sbe-2017-0001.

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AbstractThe transformation in international business landscape has changed organizational management especially reward administration. This is done in order to maintain the organization’s competitiveness in global market place. In the field of reward administration, an emerging trend can be observed whereby most organizations are moving toward the application of psychological elements in administering organizational reward system. The ultimate objective of this study is to investigate the association between performance-based reward administration and interactional justice. The proposed model

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Martin, David C., Kathryn M. Bartol, and Patrick E. Kehoe. "The Legal Ramifications of Performance Appraisal: The Growing Significance." Public Personnel Management 29, no. 3 (2000): 379–406. http://dx.doi.org/10.1177/009102600002900307.

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The recent turmoil in the business environment brought on by the numerous mergers, acquisitions, reorganizations, downsizings, and spinoffs has provided impetus to the growing number of cases involving discrimination litigation. Performance appraisal is frequently a part of this litigation, most notably included in cases addressing layoffs, promotions, discharge, merit pay, or a combination of these actions. The critical human resource decisions affecting these actions are normally judgments regarding the performance of the employee. Evaluations of that performance should be based on the resul

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20

Taylor, M. Susan, Kay B. Tracy, Monika K. Renard, J. Kline Harrison, and Stephen J. Carroll. "Due Process in Performance Appraisal: A Quasi-Experiment in Procedural Justice." Administrative Science Quarterly 40, no. 3 (1995): 495. http://dx.doi.org/10.2307/2393795.

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21

Nair, Mishaliny Sivadahasan, and Rohani Salleh. "Linking Performance Appraisal Justice, Trust, and Employee Engagement: A Conceptual Framework." Procedia - Social and Behavioral Sciences 211 (November 2015): 1155–62. http://dx.doi.org/10.1016/j.sbspro.2015.11.154.

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22

Phuong, Tran Huy. "Perceived justice in performance appraisal among Vietnamese employees: antecedents and consequences." International Journal of Business Excellence 15, no. 2 (2018): 209. http://dx.doi.org/10.1504/ijbex.2018.091920.

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Phuong, Tran Huy. "Perceived justice in performance appraisal among Vietnamese employees: antecedents and consequences." International Journal of Business Excellence 15, no. 2 (2018): 209. http://dx.doi.org/10.1504/ijbex.2018.10013048.

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24

Boyd, Neil M. "Expanding the View of Performance Appraisal by Introducing Social Justice Concerns." Administrative Theory & Praxis 26, no. 3 (2004): 249–78. http://dx.doi.org/10.1080/10841806.2004.11029446.

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25

Malik, Muhammad Shaukat, and Seemab Zahra Chishti. "Perception of Justice in Performance Appraisal; A Comparative Study of Public And Private Institutions of Pakistan." International Journal of Human Resource Studies 8, no. 4 (2018): 152. http://dx.doi.org/10.5296/ijhrs.v8i4.13830.

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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 Pakis

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26

Jabeen, Riffut, Rabia Khan, Abida Ellahi, and Samina Begum. "INVESTIGATING THE IMPACT OF PERFORMANCE APPRAISAL JUSTICE ON JOB PERFORMANCE AND OCB OF EMPLOYEES: PATH THROUGH WORK ENGAGEMENT." Humanities & Social Sciences Reviews 9, no. 3 (2021): 315–25. http://dx.doi.org/10.18510/hssr.2021.9332.

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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 o

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27

Belsito, Carrie Anne, and Christopher Ray Reutzel. "SME employee performance appraisal formalization and trust in leadership change." International Journal of Organizational Analysis 28, no. 2 (2019): 434–56. http://dx.doi.org/10.1108/ijoa-07-2019-1832.

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Purpose This study aims to examine the influence of employee performance appraisal (PA) formalization on changes to one component of the employee–leadership social exchange relationship within the context of small and medium-sized enterprises (SMEs). Specifically, it builds upon extant research on human resource management within SMEs, performance appraisals and social exchange theory to consider the role of performance appraisal formalization in effecting change in the level of trust employees have in their leaders. Design/methodology/approach To test study hypotheses, this study analyzes res

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Cha, Eun Ae, Hyun Woo Jung, and Young Joe Kim. "The Impact of Justice Perceptions and Authentic Leadership in Performance Appraisal on the Appraisal Reactions and Organizational Commitment." Journal of Human Resource Management Research 22, no. 3 (2015): 223–45. http://dx.doi.org/10.14396/jhrmr.2015.22.3.223.

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Choon, Low Kah, and Muhamad Ali Embi. "Subjectivity, Organizational Justice and Performance Appraisal: Understanding the Concept of Subjectivity in Leading Towards Employees’ Perception of Fairness in the Performance Appraisal." Procedia - Social and Behavioral Sciences 62 (October 2012): 189–93. http://dx.doi.org/10.1016/j.sbspro.2012.09.030.

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Kataoka, Heloneida C., Nina D. Cole, and Douglas A. Flint. "Due Process Model of Procedural Justice in Performance Appraisal: Promotion versus Termination Scenarios." Psychological Reports 99, no. 3 (2006): 819–32. http://dx.doi.org/10.2466/pr0.99.3.819-832.

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KATAOKA, HELONEIDA C. "DUE PROCESS MODEL OF PROCEDURAL JUSTICE IN PERFORMANCE APPRAISAL: PROMOTION VERSUS TERMINATION SCENARIOS." Psychological Reports 99, no. 7 (2006): 819. http://dx.doi.org/10.2466/pr0.99.7.819-832.

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32

Gupta, Vishal, and Sushil Kumar. "Impact of performance appraisal justice on employee engagement: a study of Indian professionals." Employee Relations 35, no. 1 (2012): 61–78. http://dx.doi.org/10.1108/01425451311279410.

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33

Elicker, Joelle D., Paul E. Levy, and Rosalie J. Hall. "The Role of Leader-Member Exchange in the Performance Appraisal Process." Journal of Management 32, no. 4 (2006): 531–51. http://dx.doi.org/10.1177/0149206306286622.

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Performance appraisal (PA) feedback research suggests that agreement of others' performance feedback with one's own views strongly determines feedback reactions, yet inconsistent results of feedback interventions motivate a search for additional influences. The authors propose that supervisor-subordinate exchange relationships create a social context that substantially influences the PA discussion and feedback reactions. Key mediating variables in this process are employee voice during the PA session and justice judgments. Structural equation modeling analyses of longitudinal data support our

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34

Korsgaard, M. Audrey, and Loriann Roberson. "Procedural Justice in Performance Evaluation: The Role of Instrumental and Non-Instrumental Voice in Performance Appraisal Discussions." Journal of Management 21, no. 4 (1995): 657–69. http://dx.doi.org/10.1177/014920639502100404.

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35

Kim, Jungin. "Impact of Performance Appraisal Justice on the Effectiveness of Pay-for-Performance Systems After Civil Service Reform." Public Personnel Management 45, no. 2 (2016): 148–70. http://dx.doi.org/10.1177/0091026016644625.

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Audrey Korsgaard, M. "Procedural justice in performance evaluation: the role of instrumental and non-instrumental voice in performance appraisal discussions." Journal of Management 21, no. 4 (1995): 657–69. http://dx.doi.org/10.1016/0149-2063(95)90004-7.

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37

Herman Steensma and Lisette Otto. "Perception of Performance Appraisal by Employees and Supervisors: Self-Serving Bias and Procedural Justice." Journal of Collective Negotiations (formerly Journal of Collective Negotiations in the Public Sector) 29, no. 4 (2000): 307–19. http://dx.doi.org/10.2190/0g8p-ln2f-1fdc-ggap.

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38

Saeed, Muhammad. "Assessing the Efficiency of the District Courts of Pakistan—Why is Better Evaluation Needed?" Amicus Curiae 1, no. 3 (2020): 418–38. http://dx.doi.org/10.14296/ac.v1i3.5165.

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In this article, the case is made for the need for appraisal of performance of the district courts of Pakistan from an efficiency perspective and a framework of practical tools are suggested to secure that end. It is argued that an effective appraisal system using empirical research is desirable in view of an absence of judicial accountability by democratic institutions and gaps in the internal official appraisal practice and in methods for locating the impact of the justice reform initiatives. The assessment can be done by analysing the relevant statistical data, qualitative feedback of the l

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39

Fesharaki, Farzad, and Saied Sehhat. "Islamic human resource management (iHRM) enhancing organizational justice and employees’ commitment." Journal of Islamic Marketing 9, no. 1 (2018): 204–18. http://dx.doi.org/10.1108/jima-03-2017-0029.

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Purpose This paper aims to introduce and promote the novel concept of Islamic human resource management (iHRM) and assess its effects upon two organizational attitudes, namely, perceived justice and employees’ commitment. Design/methodology/approach The present study is an applicable and empirical research that has used the descriptive–correlative method. The target population consists of 192 employees from Resalat Qard al-Hasan Bank in the city of Tehran. Calculated based on Cochran’s formula, 128 people are selected by means of a simple random sampling technique. To collect primary filed dat

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40

Magner, Nace, Gary G. Johnson, and John Elfrink. "Evidence on the relationship between procedural and distributive justice in performance appraisal and accounting faculty attitudes and performance." Journal of Accounting Education 12, no. 4 (1994): 325–41. http://dx.doi.org/10.1016/0748-5751(94)90025-6.

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Saad, Samar K., and Ibrahim A. Elshaer. "Organizational Politics and Validity of Layoff Decisions: Mediating Role of Distributive Justice of Performance Appraisal." Journal of Hospitality Marketing & Management 26, no. 8 (2017): 805–28. http://dx.doi.org/10.1080/19368623.2017.1320257.

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42

Govender, Thanasagree, Anton Grobler, and Yvonne Trintje Joubert. "Justice perceptions of performance management practices in a company in the chemical industry." South African Journal of Economic and Management Sciences 18, no. 4 (2015): 567–85. http://dx.doi.org/10.4102/sajems.v18i4.1344.

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The sustainability of corporations globally is becoming increasingly problematic. Combined with the unique challenges of an operating entity, this could potentially expose the profitability of sustainable businesses on a daily basis. The purpose of this study is to evaluate employees’ justice perceptions of performance management practices in a company in the chemical industry. The population includes all the employees in the chemical industry that was used in this study. A total of 140 questionnaires were issued to all the employees in an organisation which had undergone a performance apprais

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Rhee, Seung-Yoon. "Effects of Perceived Appraisal Purpose, Procedural Justice, and Attributional Behavior on Ratee’s Accountability: In the Context of Multi-Rater Performance Appraisal System." Korea International Trade Research Institute 16, no. 6 (2020): 651–67. http://dx.doi.org/10.16980/jitc.16.6.202012.651.

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Jones, Foard F. "Pay Procedures and Voluntary Turnover: Does Procedural Justice Matter?" Psychological Reports 83, no. 2 (1998): 475–82. http://dx.doi.org/10.2466/pr0.1998.83.2.475.

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Using a stratified sample of 506 occupationally heterogenous employees of a large County government in the United States, this study assessed the extent to which the perceived fairness of pay procedures are related to voluntary turnover. Controlling for the effects of demographic characteristics and distributive justice, the perceived fairness of procedures for pay determination, performance appraisal and appeals were related to voluntary turnover. Over-all, the results indicate that pay procedures are valued for their utility in predicting future pay decisions by the organization. The perceiv

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45

Ibeogu, Patrick Henry, and Ali Ozturen. "Perception of Justice in Performance Appraisal and Effect on Satisfaction: Empirical Findings from Northern Cyprus Banks." Procedia Economics and Finance 23 (2015): 964–69. http://dx.doi.org/10.1016/s2212-5671(15)00359-7.

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46

Holbrook, Robert L. "Contact points and flash points: Conceptualizing the use of justice mechanisms in the performance appraisal interview." Human Resource Management Review 12, no. 1 (2002): 101–23. http://dx.doi.org/10.1016/s1053-4822(01)00053-5.

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47

Singh, Anupriya. "Perceptions of Software Professionals regarding Performance Management Processes: An Exploratory Study." Vikalpa: The Journal for Decision Makers 38, no. 2 (2013): 39–60. http://dx.doi.org/10.1177/0256090920130203.

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Performance management has been considered as a critical tool aimed at strategically managing the contribution of human resources. As opposed to mere appraisal of performance, performance management as a process has a more holistic orientation which aims to define, facilitate, measure, and constantly improve performance at the individual, team, and organizational levels. The primary purpose of this study was to understand the perceptions of software professionals regarding certain performance management process dimensions (viz., performance planning, feedback, and employee participation in the

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48

Flint, Douglas H. "The role of organizational justice in multi-source performance appraisal: theory-based applications and directions for research." Human Resource Management Review 9, no. 1 (1999): 1–20. http://dx.doi.org/10.1016/s1053-4822(99)00009-1.

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FATMA A. ABED, D.N.Sc., FATMA S. ALY, M. Sc ;., and NADIA T. MOHAMED, D.N.Sc. "Impact of Organizational Justice on Performance Appraisal Process and Commitment among Staff Nurses at an Oncology Hospital." Medical Journal of Cairo University 88, no. 3 (2020): 939–45. http://dx.doi.org/10.21608/mjcu.2020.105128.

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Shin, Seung In, and Chan Jung Kim. "Justice of Performance Appraisal, Affective Well-being and Altruistic Behavior - A Moderated Mediation Model of Authentic Leadership -." Journal of Human Resource Management Research 25, no. 1 (2018): 17–42. http://dx.doi.org/10.14396/jhrmr.2018.25.1.17.

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