Perception of Justice in Performance Appraisal; A Comparative Study of Public And Private Institutions of Pakistan

Muhammad Shaukat Malik, Seemab Zahra Chishti

Abstract


The aim of this study is to assess the employees’ perception of justice related to the Performance Appraisal System and its impact on the satisfaction level with the help of supervisor role as moderator. Quantitative techniques are used to analyze the data. Data were collected through non-probability sampling. Survey Questionnaire is used to collect the data. The research investigates the information about employee’s perception of performance appraisal and its effect on their level of satisfaction. The 200 responses were obtained from different institution of public and private sector of Pakistan, those institutions are from Banking and Airline Sector. Study do not support the supervisor role as moderator. On the other hand comparison of Public and Private Institutions shows minimal difference among perception of their employees and also there is very less difference existing among performance appraisal practices of both sectors of Pakistan.


Full Text:

PDF

References


Abu-Doleh, J., & Weir, D. (2007). Dimensions of performance appraisal systems in Jordanian private and public organizations. The International Journal of Human Resource Management, 18(1), 75-84. https://doi.org/10.1080/09585190601068334

Ahmed, I., Ramzan, M., Mohammad, S. K., & Islam, T. (2011). Relationship between perceived fairness in performance appraisal and OCB; mediating role of organizational commitment. International journal of academic research, 3(5), 15-20.

Boachie-Mensah, F. O., & Seidu, P. (2012). ‘Employees' Perception of Performance Appraisal System: A Case Study’. International Journal of Business & Management, 7(2), 73-88.

Cohen-Cherish, Y., & Spector, P. E. (2001). The role of justice in organization: a met analysis. Organizational Behavior and Human Decision Process, 86(2), 278-321. https://doi.org/10.1006/obhd.2001.2958

Cole, N., & Flint, D. (2004). Perceptions of distributive and procedural justice in employee benefits: flexible versus traditional benefit plans. Journal of Managerial Psychology, 19(1), 19-40. https://doi.org/10.1108/02683940410520646

Cook, J., & Crossman, A. (2004). Satisfaction with performance appraisal systems. Journal of Managerial Psychology, 19(5), 526-541. https://doi.org/10.1108/02683940410543605

DeNisi, A. (ed.) (2000). Performance Appraisal and Performance Management: A Multilevel Analysis. San Francisco, CA: Jossey-Bass.

Desler, G. (2008). Human Resource Management (11th ed.). Upper Saddle River, New Jersey, USA: Pearson .

Erdogan, B. (2002). Antecedents and consequences of justice perceptions in performance appraisals. Human Resource Management Review, 12(4), 555-578. https://doi.org/10.1016/S1053-4822(02)00070-0

F. Young, S., & A. Steelman, L. (2014). The role of feedback in supervisor and workgroup identification. Personnel Review, 43(2), 228-245. https://doi.org/10.1108/PR-01-2013-0006

Fletcher, C. (2001). Performance appraisal and management: The developing research agenda. Journal of Occupational and Organizational Psychology, 74(4), 473-487. https://doi.org/10.1348/096317901167488

Gomez-Mejia, L. R., Balkin, D. B., & Cardy, R. L. (2010). Managing Human Resources (6th ed.). Boston, USA: Prentice Hall.

Greenberg, J. (1986). Determinants of perceived fairness of performance evaluations. Journal of applied psychology, 71(2), 340. https://doi.org/10.1037/0021-9010.71.2.340

Gupta, V., & Kumar, S. (2012). Impact of performance appraisal justice on employee engagement: a study of Indian professionals. Employee Relations, 35(1), 61-78. https://doi.org/10.1108/01425451311279410

Ikemefuna, C. O., & Chidi, C. O. (2012). Workers' Perception of Performance Appraisal in Selected Public and Private Organizations in Lagos Metropolis, Nigeria. International Journal of Human Resource Studies, 2(3), 80. https://doi.org/10.5296/ijhrs.v2i3.2221

Ikramullah, M. B. S. et al. (2012). Purposes of Performance Appraisal System: A Perceptual Study of Civil Servants in District Dera Ismail Khan Pakistan. International Journal of Business and Management, 7(3), 142-151. https://doi.org/10.5539/ijbm.v7n3p142

Jackson, S., & Schuler, R. S. (2003).Managing human resources through strategic partnership Eight Edition. Ohio, USA: Thomson South-Western.

Jawahar, I. (2007). The Influence of Perceptions of Fairness on Performance Appraisal Reactions. J Labor Res, 28(4), 735-754. https://doi.org/10.1007/s12122-007-9014-1

Kuvaas, B. (2011). The interactive role of performance appraisal reactions and regular feedback. Journal of Managerial Psychology, 26(2), 123-137. https://doi.org/10.1108/02683941111102164

Lira, M. (2015). Satisfaction with a performance appraisal system in the Portuguese public sector: The importance of perceptions of justice and accuracy. Tékhne, 12, 30-37. https://doi.org/10.1016/j.tekhne.2015.01.005

Mondy, R. W., Noe, R., & Premeaux, S. R. (2002). Type Z organization: Stability in the midst of mobility. Human Resource Management, 308.

Nair, M. S., & Salleh, R. (2015). Linking Performance Appraisal Justice, Trust, and Employee Engagement: A Conceptual Framework. Procedia-Social and Behavioral Sciences, 211, 1155-1162. https://doi.org/10.1016/j.sbspro.2015.11.154

Naji, A., Mansour, J., & Leclerc, A. (2015). Performance Appraisal System and Employee Satisfaction: The role of trust towards supervisors''Journal of Human Resources Management and Labor Studies June 2015.

Richard, J., Eberlin, B., & Charles, T. (2008). Making just decisions: organizational justice, decision making, and leadership, Management Decision, 46(2), 310 – 329. https://doi.org/10.1108/00251740810854177

Robbins, S. P. (2005). Organizational behavior (11th end). Prentice Hall International, New Jersey, NJ.

Rowland, C. A., & Hall, R. D. (2012). Organizational justice and performance: is appraisal fair?. EuroMed Journal of Business, 7(3), 280-293. https://doi.org/10.1108/14502191211265334

Rownald, C., & Hall, R. (2013). Perceived unfairness in appraisal: engagement and sustainable organizational performance, EuroMed Journal of Business, 8(3), 195 – 208. https://doi.org/10.1108/EMJB-06-2013-0034

Tatum, B. C., Bradberry, T., Eberlin, R., & Kottraba, C. (2002). Organizational justice and performance as measured by 360-degree feedback. In 18th Annual Convention of the Associatioin for Psychological Science.

Vance, R. J. (2006). Employee Engagement and Commitment: A Guide to Understanding. Measuring and Increasing Engagement in Your Organization. 1st Edn., SHRM Foundation, Alexandria, 45.

Werner, J. M., & Bolino, M. C. (1997). Explaining US Courts of Appeals decisions involving performance appraisal: accuracy, fairness, and validation, Personnel Psychology, 50(1), 1-24. https://doi.org/10.1111/j.1744-6570.1997.tb00898.x

Wilson, P. J., & Western, S. (2000). Performance appraisal: an obstacle to training and development?. Journal of European Industrial Training, 24(7), 384-91. https://doi.org/10.1108/03090590010377754




DOI: https://doi.org/10.5296/ijhrs.v8i4.13830

To make sure that you can receive messages from us, please add the 'macrothink.org' domain to your e-mail 'safe list'. If you do not receive e-mail in your 'inbox', check your 'bulk mail' or 'junk mail' folders.

Copyright © Macrothink Institute   ISSN 2162-3058

'Macrothink Institute' is a trademark of Macrothink Institute, Inc.