Leader-Member Exchange, Group- and Individual-Level Procedural Justice and Reactions to Performance Appraisals

Abstract

Previous research has established that relationships with authority figures and procedural justice perceptions are important in terms of the way in which employees react to organizational procedures that affect them. What is less clear are the reasons why exchange quality with authorities is related to perceptions of process fairness and the role of procedural justice climate in this process. Results indicate that individual-level perceptions of procedural justice, but not performance ratings, partially mediate the relationship between exchange quality and reactions to performance appraisals, and that procedural justice climate is positively related to perceptions of procedural justice and appraisal reactions. These results support a more relational than instrumental view of justice perceptions in organizational procedures bound by exchange quality with an authority figure. Our study suggests that it is essential for managers to actively monitor and manage employee perceptions of process fairness at the group and individual levels.

Organizational Context Factors Influencing Employee Performance Appraisal: A Research Framework

“…Specifically, in their recent work, authors Pichler, Varma, Michel, Levy, Budhwar & Sharma (2015) highlight the social context of the performance appraisal, mentioning the role of the exchange of information between manager and employee, with impact on procedural justice and performance appraisal, suggesting future research focus on motivation to improve performance leading to better understanding of reactions regarding appraisal and future intentions on performance. In this context, the focus on the relationship between employee and manager emphasizes that the performance management system might be successful by improving the communication between manager and employee and, consequently, the performance management systems in particular organizational contexts (Pulakos & O'Leary, 2011).…”

A Review of the Influencing Factors of Ratee Performance Appraisal Satisfaction

“…Employees' fair perception of performance appraisal helps them to respond positively to the appraisal system and enhances the satisfaction of performance appraisal [3]. It is noteworthy that Pichler (2016) argues that even if individuals perceive inequities, but the overall organizational climate regards the appraisal system as fair, then the employee will be satisfied with the performance appraisal [4].…”

“…The high (low) exchange relationship is characterized by more (less) exchange of mutual trust, support, responsibility, and exchanging valuable resources. For example, Pichler (2016) thinks LMX affects employees' feeling and participation in performance appraisal， which will further affect performance appraisal satisfaction [4].…”

Vétkesek közt cinkos, aki néma? Magyar HR-szakemberek tipikus etikai dilemmái

“…LoPresto, 1986;Longenecker -Ludwig, 1990;Jacobs et al, 2014), vagy egy (tágabb vagy szűkebb) problémakörre koncentrálnak, mint például kiszervezés hatása (Park -Hollinshead, 2011). A harmadik csoportba tartozó vizsgálatok egy-egy etikai alapelvhez (mint például igazságosság, méltányosság) köthető problémákat azonosítanak és elemeznek (Ribeiro -Smemdo, 2014;Pichler et al, 2016;Sung et al, 2017), megint mások a HR-szerepben, szerephez köthető etikai ellentmondásokat, konfliktusokat, jelenségeket gyűjtik ösz-sze és elemzik (Wooten, 2000;Orlitzky -Swanson, 2006;De Cremer, 2009). Végül a negyedik csoportba olyan vizsgálatokat sorolok, amelyek személyes, HR-narratívákat és megéléseket gyűjtenek össze -e kutatásokban esetek, dilemmák és értékek egyaránt megjelennek (Toffler, 1986).…”