Managers' Reactions to Procedurally Just Performance Management Systems

Taylor, M. Susan; Masterson, Suzanne S.; Renard, Monika; Tracy, Kay B.

doi:10.5465/256943

Cited by 7 publications

(5 citation statements)

References 12 publications

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“…For example, Gilliland (1994) found that employees who shared the belief of being selected under unfair means had poorer job performance than those who believed that they were fairly selected. The study by Taylor, Masterson, Renard, and Tracy (1998) also demonstrated that managers react more favorably to a fair performance appraisal system than an unfair one. Hence, procedural justice is considered as an indispensable factor under a contest mobility norm.…”

Section: Procedural Justice and Contest Mobility Normmentioning

confidence: 79%

Mobility norms, risk aversion, and career satisfaction of Chinese employees

Loi

Ngo

2008

Asia Pac J Manag

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Section: Procedural Justice and Contest Mobility Normmentioning

confidence: 79%

Mobility norms, risk aversion, and career satisfaction of Chinese employees

Loi

Ngo

2008

Asia Pac J Manag

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“…Specifically, perceptions of procedural justice are related to outcome satisfaction (d = 0.48), trust (d = 0.52), and evaluation of managers (d = 0.56). Thus, there is a need to apply more of this research to the appraisal setting, especially because those studies that have examined the role justice plays in determining the effectiveness of appraisal systems have found this to be an important factor for both employee and management reactions to appraisals (e.g., Taylor, Masterson, Renard, & Tracy, 1998;Taylor et al, 1995).…”

Section: Some Directions For Future Researchmentioning

confidence: 99%

The appraisal and management of performance at work.

DeNisi

Sonesh

2011

APA Handbook of Industrial and Organizational Psychology, Vol 2: Selecting and Developing Members for the Organization.

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Most modern organizations engage in some form of performance appraisal in an effort to determine how well employees are performing their jobs. In the United States, these appraisals tend to be fairly formal and structured, in part because of potential legal liability when employment decisions are made on the basis of appraisals. Regardless of the system used, in the vast majority of cases, all of the parties involved are unhappy with the appraisal process. That is, employees often feel as though appraisal systems do not fairly assess their contributions, and many also believe that ratings are biased. The managers who typically conduct the appraisals often feel that they are not adequately trained in appraising performance, and they feel uncomfortable being put in the role of "judge." Managers at higher levels in the organization are often not convinced that there is a relationship between the appraisals and any measure of corporate performance. At all levels in the organization, there is often the feeling that appraisals are done because they have to be done but that nothing productive ever comes out of the process. These problems are well documented in both the academic literature (e.g., Murphy & Cleveland, 1995) and the practitioner literature (e.g., Pulakos, 2004). Yet, despite these problems and some calls for the abolishment of appraisals (cf. Coens & Jenkins, 2000), most organizations continue to conduct performance appraisals. Why?Performance appraisal is the managerial evaluation of an employee's performance, often annually, in which an evaluator assesses the extent to which certain desired behaviors have been observed or achieved (note that our primary focus is on the performance of individual employees and not the performance of teams-that topic needs to be discussed in its own right). Organizations conduct appraisals for a number of reasons, such as providing documentation for decision making, providing performance feedback, and developing a basis for pay decisions (cf. Cleveland, Murphy, & Williams, 1989), but it is our view that the ultimate purpose for conducting appraisals is to improve organizational performance. In this chapter, however, we focus most of our attention on improving the performance of the individual because that is the area in which most of the attention in industrial and organizational psychology has been focused. We also make note of how organizational functioning can be enhanced by implementing performance management systems (PMSs) to complement performance appraisal systems. (See also Vol. 1, chap. 10, this handbook.) More formal attempts to build the linkages between individual-level and organizational-level performance are beyond the scope of this chapter (see, e.g., the review in DeNisi, 2000), but we show how effective performance management can affect organizational-level performance by aligning individual performance goals with organizational performance goals. That is, we believe that in an ideal system employees are told about areas in which they need to improve, are...

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“…Uncertainty reduction theory has been widely studied in the context of social networking sites (Gambo and € Ozad, 2021;Antheunis et al, 2010;Chang et al, 2016;Jung et al, 2017;Shin et al, 2017), traditional e-commerce (Flanagin, 2007;Pavlou et al, 2007;Tang and Lin, 2019) and social commerce (Kanani and Glavee-Geo, 2021;Chen et al, 2021a) to explain various situations, such as interpersonal communication (Kramer, 1994;Antheunis et al, 2010;Grace and Tham, 2021), organizational behavior (Lind and van den Bos, 2002;Choon-Ling et al, 2004;Taylor et al, 1998;Walker et al, 2013;Deng et al, 2021) and user behavior (Srivastava and Chandra, 2018;Venkatesh et al, 2016;Gambo and € Ozad, 2021). Specifically, in the context of online communities, Maruping et al (2019) proposed that developers can use passive and interactive strategies to reduce uncertainty in open source software communities.…”

Section: Uncertainty Reduction Theorymentioning

confidence: 99%

“…, 2010; Grace and Tham, 2021), organizational behavior (Lind and van den Bos, 2002; Choon-Ling et al. , 2004; Taylor et al. , 1998; Walker et al.…”

Section: Literature Reviewmentioning

confidence: 99%

Managing users' uncertainty in social commerce: the moderating role of cultural tightness

Chen,

Wei,

Ding

et al. 2023

IMDS

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PurposeBased on uncertainty reduction theory, this study explores how perceived information transparency mitigates users' perceived uncertainty, which in turn influences their actual purchase behavior. In addition, the moderating effects of cultural tightness on the relationship between perceived information transparency and perceived uncertainty are also considered.Design/methodology/approachUsers with the shopping experience on Xiaohongshu are invited to participate in the survey. Finally, 355 valid longitudinal data are collected.FindingsThe results indicate that the three dimensions of perceived information transparency (i.e. perceived product transparency, perceived seller transparency and perceived transaction transparency) can reduce users' perceived uncertainty significantly. Besides, the negative impacts of perceived product and seller transparency on users' perceived uncertainty are stronger when cultural tightness is higher. However, cultural tightness does not moderate the relationship between perceived transaction transparency and users' perceived uncertainty.Originality/valueFirst, the authors' research extends the uncertainty reduction theory to the context of social commerce. Second, the authors' research explores the boundary condition under which perceived information transparency varies by identifying cultural tightness as the moderator of the relationship between perceived information transparency and uncertainty. Third, the authors' research enriches the understanding of the cultural tightness of China.

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Managers' Reactions to Procedurally Just Performance Management Systems

Cited by 7 publications

References 12 publications

Mobility norms, risk aversion, and career satisfaction of Chinese employees

Mobility norms, risk aversion, and career satisfaction of Chinese employees

The appraisal and management of performance at work.

Managing users' uncertainty in social commerce: the moderating role of cultural tightness

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