Organizational justice and employee satisfaction in performance appraisal

Organizational justice and employee satisfaction in performance appraisal

Purpose - This paper aims to explore the performance appraisal (PA) aspects that are connected with organizational justice, and more specifically three kinds of justice, namely distributive, procedural and interactional justice.Design methodology approach - The research is based on a sample of 170 r...

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Bibliographic Details
Published in:Journal of European industrial training Vol. 35; no. 8; pp. 826 - 840
Main Authors: Palaiologos, Anastasios, Papazekos, Panagiotis, Panayotopoulou, Leda
Format: Journal Article
Language:English
Published: Bradford Emerald Group Publishing Limited 27-09-2011
Emerald
Subjects:
Attitudes
Distributive justice
Employees
Foreign Countries
Greece
Human resource management
Hypotheses
Individual Characteristics
Interpersonal Relationship
Job Performance
Job Satisfaction
Justice
Literature reviews
Management Systems
Organizational behavior
Organizational justice
Perceptions
Performance appraisal
Performance management
Personal development
Personnel Evaluation
Procedural justice
Questionnaires
Resource Allocation
Studies
Work Environment
Greece
Justice
Performance appraisal
Organizational justice
Employee satisfaction
Perceived purposes
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Summary:Purpose - This paper aims to explore the performance appraisal (PA) aspects that are connected with organizational justice, and more specifically three kinds of justice, namely distributive, procedural and interactional justice.Design methodology approach - The research is based on a sample of 170 respondents who answered a questionnaire giving their perceptions on the purpose and criteria of PA, their satisfaction from PA and organizational justice.Findings - The results show that procedural, distributive and interactional justice are related with different elements of performance appraisal. Elements of satisfaction are strongly related to all aspects of organizational justice. The PA criteria are related to procedural justice.Research limitations implications - The main limitation is that the research provides information based only on one source, that of the appraisee. However, it highlights the role of employee satisfaction to organizational justice, linking different sources of satisfaction to different elements of justice.Practical implications - This paper has practical implications for HRD, as it provides HR practitioners with suggestions on how to increase the perceived justice of the PA system.Originality value - The value of this paper is to HR practitioners who design PA systems, and also managers acting as appraisers of their subordinates.
ISSN:0309-0590
2046-9012
1758-7425
2046-9020
DOI:10.1108/03090591111168348