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Walsh, Marie Burns, “Perceived fairness of and satisfaction with employee performance appraisal” (2003). LSU doctoral theses. 3380. employee performance evaluation is one of the most widely used management tools in the United States. More than 90% of large organizations, including 75% of public employment systems, require some sort of annual performance evaluation (Seldon, Ingraham & Jacobson, 2001). Performance evaluation is one of the most studied areas of work/organizational psychology (Murphy & Cleveland, 1993). However, the traditional research agenda has done little to improve the usefulness of performance evaluation as a management tool. Recent research has shifted from evaluator accuracy studies and psychometric measures on issues of staff reactions to performance evaluation as indicators of system satisfaction and effectiveness. Staff perception of fairness in performance evaluation was explored as a key factor in staff acceptance and satisfaction with performance evaluation.

This study examined employees` reactions to fairness and satisfaction with an existing performance evaluation system, using a hypothetical four-factor model (Greenberg, 1993) of organizational justice as a theoretical basis. The underlying assumption was that the conceptualized four-factor model, which differed between the constructions of interaction equity and procedural justice, would constitute the structure of the underlying factors of the data. The data were obtained through a questionnaire of 440 participants from two organizations that are part of a large public employment system. Ten multi-item scales, which represent four factors of organizational equity and equity in the evaluation of performance, and three satisfaction scales were taken into account. The results of the study showed that respondents felt that the performance evaluation system was fair, as shown by their approval of 9 of the 10 scales used to measure responses to fairness. Respondents also expressed relative satisfaction with their latest performance evaluation and their supervisor. The performance evaluation system as a whole was less satisfied (but not dissatisfied). It has not been established that the conceptualized four-factor model represents the underlying structure of the factors much better than other plausible three-factor models. However, the most appropriate three-factor model provided some support for the distinction between procedural justice factors and inter-organizational organizational factors, which is a distinction that has been discussed in the literature on organizational justice.

Blancero, D., Johnson, S.A. &Lakshman, C. Psychological Contracts and Fairness: The Impact of Violations on Customer Service Behavior. J Market-Focused Manage 1, 49-63 (1996). the equity of satisfaction and employment of appraisal performance Motowidlo, S. J. (1984). “Does job satisfaction lead to self-esteem and sensitivity? Academy of Management Journal (27), 910-915. Dyer, L., and G. W. Holder.

(1988). Une perspective stratégique sur la gestion des ressources humaines. Dans L. Dyer (d.), Human Resource Management: Evolving Roles and Responsibilities. Washington, DC: BNA. Brockner, J., et J. Greenberg. (1990). The Impact of Liceyoffs on Survivors: An Organizational Justice Perspective. Dans J.

Carroll (Ed.), Applied Social Psychology and Organizational Settings (S. 45-75). New York: Lawrence Erlbaum. Sie können auch in PubMed Google Scholar nach diesem Autor suchen. Moorman, R. H. (1991). « Beziehung zwischen organisatorischer Gerechtigkeit und organisationalem Bürgerverhalten: Beeinflussen Fairnesswahrnehmungen die Mitarbeiterbürgerschaft? Journal of Applied Psychology 76(6), 845-855. .

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