Contact points and flash points: Conceptualizing the use of justice mechanisms in the performance appraisal interview

Holbrook, Robert L.

doi:10.1016/s1053-4822(01)00053-5

Cited by 36 publications

(25 citation statements)

References 62 publications

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“…The findings from this study are in accordance with previous findings [1,3-5,9,10,13]. The study shows that discussions of goal setting in the PA do not lead to increased work motivation among the respondents.…”

Section: Discussion and Evaluationsupporting

confidence: 92%

The effects of performance appraisal in the Norwegian municipal health services: a case study

2011

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IntroductionPrevious research in performance appraisal (PA) indicates that variation exists in learning and job motivation from performance appraisal between occupational groups. This research evaluates the potential effect of job motivation, learning and self-assessment through performance appraisals for health personnel.Case descriptionThis article focuses on goal-setting, feedback, participation and training in performance appraisals in municipal health services in Norway; and job motivation, learning and self-assessment of performance are the dependent factors. Questionnaires were distributed to a representative sample of 600 health personnel from the Norwegian municipal health service, with a response rate of 62%. Factor analysis and regression analysis were run in SPSS 12.Discussion and evaluationThe study suggests that respondents learn from performance appraisal. Nurses experienced some higher job motivation from performance appraisal than auxiliary nurses. All subordinates perceived higher job motivation after performance appraisal than managers.ConclusionUseful feedback, active participation and higher education are fundamental elements of discussion in performance appraisal, as well as the role of increasing employees' job motivation. In this study, nurses' job motivation seems to be more effected by PA, than for auxiliary nurses. Both nurses and auxiliary nurses indicate that there is a learning effect from PA. This study may be of interest to health researchers and managers in municipal health services.

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Section: Discussion and Evaluationsupporting

confidence: 92%

The effects of performance appraisal in the Norwegian municipal health services: a case study

2011

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“…Furthermore, nurses often have the same educational level as their managers and are most likely given less criticism. Nurses, when compared to auxiliary nurses, may be better at pointing out errors in the system and discussing interesting topics, and have a greater opportunity to further their education [3] [8].…”

Section: Discussionmentioning

confidence: 99%

“…These services, mostly in nursing homes and home care, are also characterized by work complexity, high levels of sick leave among the staff, and the infusion of new technology [7]. Most of the employees in these services are trained nurses and auxiliary nurses [3] [7]- [9]. Bolman and Deal's (2009) organizational model of four organizational perspectives will be used to highlight several points of view and opinions in PAs.…”

Section: Introductionmentioning

confidence: 99%

Various Perspectives on Performance Appraisals in the Health Service

Vasset¹

2014

Health

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Background: The health services are facing many new challenges, including a growing number of elderly patients, and an increasing use of technology in the work place. These challenges might require flexible and reflective conversations with the employees. Aim: This study examines whether some performance appraisals (PAs) are more efficient and more effective than others. The study also shows how some performance appraisals are more suitable for home care and nursing homes in municipal health services. Methods: Two datasets are used: 1) a questionnaire was distributed to a representative sample of 600 health personnel in Norway; and 2) a questionnaire was distributed to a representative sample of 60 employees (test-group: 10 groups; control-group: 30 employees), in pre-test, post-test 1 and post-test 2. SPSS. Findings: Managers are the only ones who receive training in PA techniques (factory perspective). Nurses versus auxiliary nurses experience more frequent dyadic relationships and exchanges in PAs (family perspective). PAs for employees from nursing homes are fairer than those administered to home care employees (jungle perspective). In organizations closest to carnival perspectives, employees participating in group-PAs are more active in the conversations than employees who have individual conversations in PAs. Conclusions: Health personnel involved in PAs experience different effects of the conversational, and employees working as a member of a team in the organization need to experience a high quality of relationships (family), justice (jungle), and participation in groupconversation (carnival) during performance appraisals.

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“…Employees’ fairness perception of HR practices has been an important subject in the organizational justice and human resources management (HRM) literature (Bowen, Gilliland, & Folger, ; Folger & Cropanzano, ; Holbrook, ; Konovsky, ; Skarlicki, ). As with other HR practices related to organizational justice, the practice of performance evaluation generally allows employees to judge whether they are being evaluated and treated fairly (Bowen et al, ; Gilliland & Chan, ).…”

Section: Fairness Perceptions Of Performance Evaluationmentioning

confidence: 99%

A Cross‐National Study of Fairness in Asia: How Perceptions of a Lack‐of‐Group Bias and Transparency in the Performance Evaluation System Relate to Job Satisfaction

Yamazaki

Yoon

2015

Human Resource Management

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This study explored how managers’ fairness perceptions of performance evaluation systems differ across countries and relate to their job satisfaction. Lack‐of‐group bias and transparency were the constructs used to assess fairness perceptions. The data sample consisted of 903 Asian managers from the subsidiaries of a leading multinational corporation (MNC) strategically expanding its retail markets in Japan, China, Hong Kong, Malaysia, and Thailand. Results showed that the fairness perceptions of lack‐of‐group bias and transparency concerning the common performance evaluation system varied within these Asian countries. Furthermore, those fairness perceptions were significantly related to job satisfaction among Asian managers overall, as well as in each of the five geographical subgroups with the exception of Hong Kong, where the perception of a lack‐of‐group bias was only marginally related to job satisfaction. These findings offer theoretical implications regarding organizational justice, cross‐national management, and performance evaluation, as well as practical implications for leveraging organizational justice perceptions of performance evaluation systems for the effectiveness of MNCs. © 2015 Wiley Periodicals, Inc.

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Contact points and flash points: Conceptualizing the use of justice mechanisms in the performance appraisal interview

Cited by 36 publications

References 62 publications

The effects of performance appraisal in the Norwegian municipal health services: a case study

The effects of performance appraisal in the Norwegian municipal health services: a case study

Various Perspectives on Performance Appraisals in the Health Service

A Cross‐National Study of Fairness in Asia: How Perceptions of a Lack‐of‐Group Bias and Transparency in the Performance Evaluation System Relate to Job Satisfaction

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