Predicting Employee Attitudes and Performance from Perceptions of Performance Appraisal Fairness

Organizations develop performance appraisal systems to motivate and reward employee performance; however, effectiveness of the appraisal system depends on employee reactions to the appraisal process and the outcomes they receive. The public service agency in this study developed a performance apprai...

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Bibliographic Details
Published in:The Business renaissance quarterly 2012-04, Vol.7 (1), p.25
Main Authors: Swiercz, Paul M, Bryan, Norman B, Eagle, Bruce W, Bizzotto, Victoria, Renn, Robert W
Format: Article
Language:English
Subjects:
Attitudes
Employee attitude
Job satisfaction
Pay for performance
Perceptions
Performance appraisal
Procedural justice
Studies
Supervisors
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Summary:Organizations develop performance appraisal systems to motivate and reward employee performance; however, effectiveness of the appraisal system depends on employee reactions to the appraisal process and the outcomes they receive. The public service agency in this study developed a performance appraisal system to increase and reward employee productivity. After a two-year trial, the agency wanted to examine employees' support for continuing the appraisal process. Thus, this setting offers a rare opportunity to examine how employee perceptions of performance appraisal fairness (procedural, distributive, and interactional) predicted employee reactions to the system including employee performance, organizational commitment, supervisory satisfaction, job satisfaction, and pay satisfaction. Findings show procedural fairness is a significant predictor of each of the dependent variables, while distributive fairness predicts performance and organizational commitment. Interactional fairness predicts supervisory satisfaction and organizational commitment. [PUBLICATION ABSTRACT]
ISSN:1930-7462