The Role Organizational Justice in Multi-Source Performance Appraisal : Theory-Based Applications and Directions for Research  

Oleh:

Flint, Douglas H.

Jenis: Article from Bulletin/Magazine
Dalam koleksi: Human Resource Management Review vol. 9 no. 1 (1999), page 1-20.
Topik: JUSTICE; organizational justice; multi - source performance appraisal; theory - based applications; directions for research

Ketersediaan

Perpustakaan Pusat (Semanggi) Nomor Panggil: HH7.3 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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Isi artikel

This paper develops a model of organizational justice to explain the outcomes of multi - source performance appraisal. Central to this explanation is how employee reactions to appraisal cause changes in performance. This paper examines the literature on organizational justice and proposes a model to determine how employees will react to performance appraisal ratings. The model suggests that when performance appraisal ratings are low, employees use procedural justice evaluations to determine the fairness of those ratings. Employees act to improve low ratings that they perceive to be fair. Their performance may decrease on ratings they perceive to be unfair.

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