The Effects of Performance Rating, Leader-Member Exchange, Perceived Utility, and Organizational Justice on Performance Appraisal Satisfaction: Applying a Moral Judgment Perspective

The Effects of Performance Rating, Leader-Member Exchange, Perceived Utility, and Organizational Justice on Performance Appraisal Satisfaction: Applying a Moral Judgment Perspective

The performance appraisal process is increasingly seen as a key link between employee behaviour and an organization's strategic objectives. Unfortunately, performance reviews often fail to change how people work, and dissatisfaction with the appraisal process has been associated with general jo...

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Bibliographic Details
Published in:Journal of business ethics Vol. 119; no. 2; pp. 265 - 273
Main Authors: Dusterhoff, Carrie, Cunningham, J. Barton, MacGregor, James N.
Format: Journal Article
Language:English
Published: Dordrecht Springer 01-01-2014
Springer Netherlands
Springer Nature B.V
Subjects:
Business and Management
Business Ethics
Cognition
Distributive justice
Education
Employees
Ethics
Fairness
Feedback
Global justice
Job performance
Judgement
Justice
Kohlbergs stages of moral development
Management
Managers
Moral development
Moral judgment
Morality
Morals
Motivation
Organizational analysis
Organizational justice
Perceptions
Performance appraisal
Performance management
Philosophy
Procedural justice
Quality of Life Research
Researchers
Supervisors
Moral judgment
Organizational justice
Performance appraisal satisfaction
Leader–member relations
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Summary:The performance appraisal process is increasingly seen as a key link between employee behaviour and an organization's strategic objectives. Unfortunately, performance reviews often fail to change how people work, and dissatisfaction with the appraisal process has been associated with general job dissatisfaction, lower organizational commitment, and increased intentions to quit. Recent research has identified a number of factors related to reactions to performance appraisals in general and appraisal satisfaction in particular. Beyond the appraisal outcome itself, researchers have found that appraisal reactions are affected by perceptions of fairness and the relationship between the supervisor and the employee. To explain the relationships among these factors, the present article proposes a moral cognition perspective. We suggest that employees judge a performance appraisal from the perspective of its moral justifiability, and that appraisal reactions will be determined, at least in part, by the perceived moral justifiability of the process. The proposal was supported by results from a survey of government employees using measures of performance ratings, leader-member exchange, perceived utility, and organizational justice.
Bibliography:ObjectType-Article-2
SourceType-Scholarly Journals-1
ObjectType-Feature-1
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ISSN:0167-4544
1573-0697
DOI:10.1007/s10551-013-1634-1