Article Sidebar

Download
View Full Article XML S.I.S
Statistic
Read Counter : 46 Download : 60

Downloads

Download data is not yet available.

Metrics

Metrics Loading ...

Main Article Content

Abstract

Performance appraisal is a crucial process in any organization as it affects employees' job satisfaction, motivation, and career development. The perception of fairness in performance appraisals is an essential factor that influences employees' attitudes toward their work and their relationship with their managers. The review examined the perception and the fairness of performance appraisal and its effect on organizational commitment. The study made use of secondary data in the form of published information by other writers. The fairness in performance appraisals is subjective and varies among employees. Differences in perceptions can be attributed to factors such as personal experiences, organizational culture, and individual personality traits. Additionally, research has shown that the perceived fairness of performance appraisals can significantly affect organizational commitment. To ensure a fair and effective performance appraisal process, the review recommends that organizations should consider implementing strategies that promote transparency, open communication, and equal treatment for all employees. To be relevant, the appraisal must include all the pertinent criteria for evaluating performance and exclude criteria that are irrelevant to job performance.

Keywords

Performance Appraisal Performance Appraisal Satisfaction Employees

Article Details

Creative Commons License

This work is licensed under a Creative Commons Attribution 4.0 International License.

How to Cite
Martha Dwomoh Agyapong, P. (2024). Performance Appraisal and It’s Fairness on Employees. International Journal of Multidisciplinary Studies and Innovative Research, 12(3), 1–12. https://doi.org/10.53075/Ijmsirq/6564553455
Download Citation
Endnote/Zotero/Mendeley (RIS)
BibTeX
Crossref
Scopus
Google Scholar
Europe PMC

References

  1. Armstrong, M. (2003). A handbook of human resource management practice. London: Kogan Page.
  2. Abu-Musa, J., (2008): Staff satisfaction on performance appraisal system and its incentives in
  3. the Gaza Field Office. MSc. Dissertation, The Islamic University of Gaza Graduates Studies. Deanery Business Administration Department. College of Commerce. .
  4. Aggarwal, A., (2013): Techniques of performance appraisal-A review. International Journal of Engineering and Advanced Technology (IJEAT),2 (3), pp 158-196.
  5. Fahmy, S., Shazly, M., & Soliman, E., (2020): Performance appraisal system as perceived by staff nurses and its relation to their commitment. Journal of Nursing Science, Benha University ISSN 2682–3934, 829–839.
  6. Colquitt, J. A., Scott, B. A., Judge, T. A., & Shaw, J. C. (2006). Justice and personality: Using integrative theories to derive moderators of justice effects. Organizational Behavior and Human Decision Processes, 100, 110-127.
  7. Esfahani, N., Abzari, M., & Dezianian, S., (2014): Analyzing the effect of performance
  8. appraisal errors on perceived organizational justice. International Journal of Academic Research in Accounting, Finance and Management Sciences, 4 (1), 36-40.
  9. Erdogan. B (2002). Antecedents and consequences of justice perceptions in performance appraisals. School of Business, Portland State University, USA.
  10. Gerákné K. (2008). The justice of performance appraisal: The criteria of perceived justice of performance appraisal in the context of organizational culture. Eötvös Lóránd University
  11. Gabris, G. T. and Ihrke, D.M. (20001). Improving employee acceptance toward performance appraisal and merit pay systems; Review of public personnel administration and performance
  12. Youssif, A., Eid, N., & Safan, S., (2017): Staff performance appraisal system and its relation to their job satisfaction and empowerment: Developing performance appraisal tool for employees.
  13. McFarlin DB and Sweeney PD. (1992) Distributive and procedural justice as predictors of satisfaction with personal and organisational outcomes. Academy of Management Journal, 35: 626-637.
  14. Simmons, J.A. ILES, P. (2001): Performance appraisal in knowledge based organizations: Implications for management education. International Journal for Management Education, (2), 3-18.
  15. Walsh, Marie Burns (2003). Perceived fairness of and satisfaction with employee performance appraisal. Ph.D. dissertation, Louisiana State University and Agricultural and Mechanical College, United States -- Louisiana.
  16. Warokka, A., Gallato, C. and Moorthy, T. (2012). Organizational justice in performance appraisal system and work performance: Evidence from an emerging market. Journal of Human Resources Management Research,IBIMA Publishing, Malaysia vol 52.
  17. Chemeda, D. (2012) A comparative study of employees performance appraisal practices and problems in Ethiopian higher education institutions: The case of Addis Ababa University and St. Mary University College. Addis Ababa University.
  18. Cardy, R. L. and Dobbins, S. G. (1994). Performance appraisal: Alternative perspectives. Cincinnati, OH, South Western Publishing.
  19. Baird, K., Tung, A., & Sophia, S., (2020): Employee empowerment, performance appraisal
  20. quality and performance. Journal of Management Control, 31, 451–474. Cite this article 2214 Accesses, 7 Citations Metricsde, Original Paper, Published: 04 November 2020
  21. Daoanis, L., (2012): Performance appraisal system: it’s implication to employee commitment.. International Journal of Economics and Management Sciences. 2 (3), 55-62.
  22. Dina V., & Schodl M., (2015): Performance appraisal and evaluation, In International
  23. Encyclopedia of the Social & Behavioral Sciences, pp.716–721, Edition: 2nd edition, Publisher: Oxford: Elsevier DOI:10.1016/B978-0-08-097086- 8.22034-5
  24. Esfahani, N., Abzari, M., & Dezianian, S., (2014): Analyzing the effect of performance appraisal errors on perceived organizational justice. International Journal of Academic Research in
  25. Accounting, Finance and Management Sciences, 4 (1), 36-40.
  26. Fahmy, S., Shazly, M., & Soliman, E., (2020): Performance appraisal system as perceived by staff nurses and its relation to their commitment. Journal of Nursing Science - Benha University ISSN 2682 – 3934, 829–839.
  27. Firzli, N., & Nicolas F., (2018): Greening, governance and growth in the age of popular
  28. empowerment. FT Pensions Experts. Financial Times.
  29. Hegazy N., (2019): The impact of employee engagement on turnover intention; an applied study on the Egyptian Private Universities, 6th of October University, pp. 1-43
  30. Jacobs, E., & Roodt, G., (2008): Organizational culture of hospitals to predict turnover intentions of professional nurses. Journal of Interdisciplinary Health Sciences, 13, 63 78.https://doi.org/10.4102/hsag.v13i1.258
  31. Kateřina, V., Andrea, S., & Gabriela, K., (2013): Identification of employee performance appraisal methods in agricultural organizations. Journal of Competitiveness, 5 (2), 20-36, June 2013 ISSN 1804-171X (Print), ISSN 1804-1728 (On-line), DOI: 10.7441/joc.2013.02.02
  32. Folger, R. and Konovsky, M.K. (1989). Effects of procedural and distributive justice on reaction to pay raise decisions. Academy Of Management Journal, 32, 115-130.
  33. Forgas, J. P., & George, J. M. (2001). Affective influences on judgments and behavior in organizations: An information processing perspective. Organizational Behavior and Human Decision Processes, 86 (1), 3–34.
  34. Greenberg, J. (1993). The social side of fairness: Interpersonal and informational classes of organizational justice. In R. Cropanzano (Ed.), Justice in the workplace: Approaching fairness in human resource management, pp. 79- 103, Hillsdale, NJ: Lawrence Erlbaum Associates.
  35. Gabris, G. T. and Ihrke, D.M. (20001). Improving employee acceptance toward performance Aappraisal and merit pay systems; Review of Public Personnel Administration and Performance.
  36. Murphy, K. R., & Cleveland, J. N. (1995) Understanding performance appraisal: Social, organizational and goal based perspectives. California: Sage, Thousand Oaks.
  37. Pulakos, E.D. (2004). Performance management: A roadmap for development, implementing, and evaluating performance management systems. Society for Human Resource Management.
  38. Aguinis, H. (2009). An expanded view of performance management. In J.W. Smither, & M. London (Eds.). Performance management: Putting research back into practice.
  39. Cawley, B. D., Keeping, L. M., & Levy, P. E. (1998). Participation in the performance appraisal process and employee reactions: A meta-analytic review of field investigations. Journal of Applied Psychology vol 14 pp 169-201,
  40. Mueller-Hanson, R.A., & Pulakos, E.D. (2015). Putting the performance back in performance management. Society for Human Resource Management and Society for Industrial and Organizational Psychology.
  41. London, M., & Smither, J. W. (2002). Feedback orientation, feedback culture, and the longitudinal performance management process. Human Resource Management Review vol pp 187-210,