Employees’ fairness perception towards performance appraisal system: antecedents and consequences

Sapna Taneja (), Ravikesh Srivastava () and N. Ravichandran ()
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Sapna Taneja: J. C. Bose University of Science and Technology, YMCA
Ravikesh Srivastava: IMS Unison University
N. Ravichandran: Department of Healthcare and Pharmaceutical Management, Jamia Hamdard

Review of Managerial Science, 2024, vol. 18, issue 8, No 1, 2163-2196

Abstract: Abstract How is justice structured? What influences employees’ perceptions of appraisal justice? By what mechanisms do justice perceptions influence employees’ job-related attitudes and behaviours? Using multiple hierarchical regression, the authors examine these questions for 600 employees belonging to the Indian banking industry and provide four key findings. First, the results support the five-factor model of justice instead of the three-factor model. Secondly, of the five-justice dimensions, interpersonal justice takes precedence in Indian work settings. Thirdly, the validity of appraisal criteria has a significant influence on shaping justice perception. Finally, appraisal training, which received no attention in relevant research, was found to influence perceived justice.

Keywords: Human resource management; Performance appraisal; Organisational justice; Perceived fairness (search for similar items in EconPapers)
JEL-codes: M12 (search for similar items in EconPapers)
Date: 2024
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DOI: 10.1007/s11846-023-00680-7

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