The perceived fairness of performance evaluation: The role of uncertainty

Hartmann, Frank; Slapničar, Sergeja

doi:10.1016/j.mar.2011.10.004

Cited by 86 publications

(105 citation statements)

References 73 publications

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“…With regard to fairness perceptions, the management accounting literature distinguishes two dimensions of fairness: distributive fairnesswhich refers to the perception of the distribution of outcomes among employees (Burney et al 2009)-and procedural fairness-which reflects the perceived fairness of procedures that are used in the context of performance evaluation (Burney et al 2009;Voußem et al 2016). Given that our paper refers to bias as part of the performance evaluation process, we focus on the procedural fairness of the performance evaluations (Hartmann and Slapničar 2012b).…”

Section: The Mediating Role Of Procedural Fairness Perceptionsmentioning

confidence: 99%

“…2.3-is mitigated. Similarly, above-average performers get to know that their peers with a belowaverage performance have received inflated rewards, while they themselves were subject to a deflated evaluation (Hartmann and Slapničar 2012b). This awareness is likely to decrease the feeling of relatedness among the subordinates.…”

Section: The Moderating Role Of Peer Informationmentioning

confidence: 99%

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The psychological effects of centrality bias: an experimental analysis

Trapp

2018

J Bus Econ

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This paper examines the psychological mechanisms that are activated by centrality bias in the context of subjective performance evaluation. Centrality bias refers to compressed evaluations of subordinates, implying that the variance in the performance of the evaluated employees is higher than the variance in the rewards determined by the superior. Based on insights from the social psychology literature, we argue that centrality bias may trigger different psychological mechanisms which affect the subordinates' willingness to exert work effort. We propose that these effects differ depending on whether employees are above-average or below-average performers. In line with our predictions, we detect a considerable asymmetry in the effects of centrality bias. In particular, we find that the relationship between centrality bias and the willingness to exert work effort is negatively mediated by controlled motivation and procedural fairness perceptions for above-average performers. For below-average performers, we find that centrality bias is positively related to procedural fairness perceptions which are, however, unrelated to the willingness to exert work effort. In addition, we shed light on the role of peer information and find that its disclosure has not a significant impact on the psychological mechanisms at work.

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Section: The Mediating Role Of Procedural Fairness Perceptionsmentioning

confidence: 99%

Section: The Moderating Role Of Peer Informationmentioning

confidence: 99%

The psychological effects of centrality bias: an experimental analysis

Trapp

2018

J Bus Econ

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“…Employees' perceived fairness of their job superior was measured with a scale by Hartmann and Slapničar (2012). Participants were asked to indicate the extent to which they agreed with statements about how well their superior treats them.…”

Section: Measurementmentioning

confidence: 99%

Workplace flexibility and organisational citizenship behaviour: an investigation of the mediating role of engagement and moderating role of perceived fairness

Koon

Chong²

2018

IJWOE

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This study aims to better understand the effect of employee engagement and perceived fairness on positive workplace behaviour. Using the social exchange theory (SET) and agent-system model, this study investigated (a) the mediating role of employee engagement in linking workplace flexibility with organisational citizenship behaviour (OCB) and (b) the moderating role of perceived fairness in influencing the mediation. The conceptual model and defined hypotheses were measured using hierarchical multiple regression, different mediation approaches, and Edwards and Lambert's (2007) moderated mediation analysis. Aiken and West's (1991) simple slope test was used to illustrate the moderation effect of perceived fairness. The findings suggest that workplace flexibility was significantly related to OCB with employee engagement serving as a partial mediator. Perceived fairness moderated the mediating relationship but a stronger effect was found for low perceived fairness than for high perceived fairness. Findings from this study imply the necessity of creating flexibility in the workplace for positive employee behaviours.

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“…Although previous studies of RMPM and loyalty are hard to find, we assume that there is a positive link between them. Hartmann & Slapničar (2012) and (Burney and Matherly 2007) say that multiple peformance measurement has a positive effect in several ways, such as higher perceptions of justice and greater job satisfaction.…”

Section: Review Of Literaturementioning

confidence: 99%

Can Reliance on Multiple Performances Measures (Rmpm) Boost Employee Productivity Through Employee Loyalty?

Putri

Yuliansyah

2017

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Abstract:The aim of the study is to investigate the extent to which reliance on multiple performances measures (RMPM) leverages employee productivity. Assuming that this relationship exists when an employee has a high level of loyalty, we survey nurses and doctors in several healthcare organisations in Bandar Lampung. Eighty-two returned surveys yielded usable datasets from 76 respondents. Analysing data with SPSS 19.0, we found that RMPM can leverage employee productivity through employee loyalty, but we found no direct effect of RMPM on employee productivity. This study enriches research on management accounting and on employee behaviour in the service sector, in particular in health care organizations.Keywords: Reliance on multiple performances measures, loyalty, productivity, healthcare, Smart PLS Abstrak: Tujuan dari penelitian ini adalah untuk meneliti sejauh mana reliance on multiple performances measures (RMPM) dapat meningkatkan produktifitas karyawan. Penulis berasumsi bahwa hubungan ini terjadi ketika seorang karyawan memiliki tingkat loyalitas kerja yang tinggi loyalitas. Dalam penelitian ini penulis melakukan studi survey terhadap perawat dan dokter di beberapa organisasi kesehatan (rumah sakit) di Bandar Lampung. Berdasarkan dari 82 survei yang kembali, 76 responden yang dapat diolah . Analisis data dengan menggunakan software SPSS 19,0, kami menemukan bahwa RMPM dapat memanfaatkan produktivitas karyawan melalui loyalitas karyawan, tapi kami tidak menemukan efek langsung dari RMPM pada produktivitas karyawan. Penelitian ini memberikan kontribusi atas pengayaan penelitian tentang akuntansi manajemen dan perilaku karyawan di sektor jasa, khususnya pada industri kesehatan.

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The perceived fairness of performance evaluation: The role of uncertainty

Cited by 86 publications

References 73 publications

The psychological effects of centrality bias: an experimental analysis

The psychological effects of centrality bias: an experimental analysis

Workplace flexibility and organisational citizenship behaviour: an investigation of the mediating role of engagement and moderating role of perceived fairness

Can Reliance on Multiple Performances Measures (Rmpm) Boost Employee Productivity Through Employee Loyalty?

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