The role of organizational justice in multi-source performance appraisal: theory-based applications and directions for research

Flint, Douglas H.

doi:10.1016/s1053-4822(99)00009-1

Cited by 39 publications

(31 citation statements)

References 63 publications

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“…The distribution of organisation resources as an outcome of CSR decisionmaking determines the level of distributive justice; the equity of CSR systems relates to stakeholder perceptions of procedural justice; and how fairly managers treat employees in the enactment of CSR systems determines their level of interactional justice (Erdogan et al 2001). The use of organisational justice aligns with equity theory in suggesting that stakeholders reduce their commitment to organisation systems they believe treat them unfairly (Flint 1999). It also aligns with psychological contract research that indicates stakeholder support is more likely when factors that give rise to mutuality are present in the corporate governance system (Rousseau 2001).…”

Section: Organisational Justice and The Socially Responsible Organisasupporting

confidence: 55%

Embedding Corporate Social Responsibility in Corporate Governance: A Stakeholder Systems Approach

2013

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Current research on corporate social responsibility (CSR) illustrates the growing sense of discord surrounding the 'business of doing good' (Dobers and Springett, Corp Soc Responsib Environ Manage 17(2): 63-69, 2010). Central to these concerns is that CSR risks becoming an over-simplified and peripheral part of corporate strategy. Rather than transforming the dominant corporate discourse, it is argued that CSR and related concepts are limited to ''emancipatory rhetoric…defined by narrow business interests and serve to curtail interests of external stakeholders.'' (Banerjee, Crit Sociol 34(1):52, 2008). The paper addresses gaps in the literature and challenges current thinking on corporate governance and CSR by offering a new conceptual framework that responds to the concerns of researchers and practitioners. The limited focus of existing analyses is extended by a holistic approach to corporate governance and social responsibility that integrates company, shareholder and wider stakeholder concerns. A defensive stance is avoided by delineating key stages of the governance process and aligning profit centred and social responsibility concerns to produce a business-based rationale for minimising risk and mainstreaming CSR.

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Section: Organisational Justice and The Socially Responsible Organisasupporting

confidence: 55%

Embedding Corporate Social Responsibility in Corporate Governance: A Stakeholder Systems Approach

2013

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“…Perceptions of procedural justice have consistently been shown to affect a variety of outcome variables (Flint, 1999) such as employee acceptance of performance appraisals (Greenberg, 1986;Landy, Barnes-Farell & Cleveland, 1980, Landy, Barnes & Murphy, 1978, organizational commitment (Konovsky and Cropanzano, 1991) or job satisfaction (Schaubroeck, May & Brown, 1994). Thus, it is postulated here that the characteristics of any review and development system are related both to an overall supportive feedback and communication structure, and to changes in attitudinal measures.…”

Section: Feedback Effects and An Organizational Justice Perspectivementioning

confidence: 97%

Employee development:an organizational justice perspective

McDowall

Fletcher

2004

Personnel Review

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The present study examined possible links between elements of perceived procedural justice, global fairness perception and attitudinal measures in a review/ development context. Organizational justice and possible correlates were reviewed resulting in four hypotheses. Data was collected from 132 employees of the UK arm of an international new media agency via a web-based survey. It was found that a psychometric instrument based on Gilliland's (1993) ten rules of procedural justice proved a valuable framework in a review and development context once condensed to a smaller number of factors. Of these, two factors relating to Interpersonal Effectiveness and Formal System Characteristics respectively were found to be of importance in predicting fairness ratings of the development process. The impact of 360-degree feedback on procedural justice perceptions was also examined in between group comparisons. Implications for further research into development techniques using organizational justice frameworks and recommendations for practice were discussed.

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“…Researchers have already pointed out the key role of justice perceptions in, for instance, effectively managing and evaluating career management (Crawshaw, 2006), performance management (Farndale, Hope-Haily, & Kelliher, 2011), performance appraisals (Erdogan, 2002;Flint, 1999), and idiosyncratic deals (Greenberg, Roberge, Ho, & Rousseau, 2004;Rousseau, Ho, & Greenberg, 2006). The omission of perceived organizational justice in the literature on talent management and workforce differentiation is therefore remarkable, also because perceptions of justice have been found to relate to outcomes such as employee satisfaction (e.g., Colquitt, 2001;Schwepker, 2001), affective commitment (e.g., Lind & Tyler, 1988;Poon, 2012), turnover intentions (e.g., Bies & Shapiro, 1988;Schwepker, 2001), and work performance (e.g., Brockner & Wiesenfeld, 1996;Konovsky & Cropanzano, 1991).…”

Section: Justice and Talent Management Outcomesmentioning

confidence: 99%

The role of perceived organizational justice in shaping the outcomes of talent management: A research agenda

Gelens

Dries

Hofmans

et al. 2013

Human Resource Management Review

187

215

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The role of organizational justice in multi-source performance appraisal: theory-based applications and directions for research

Cited by 39 publications

References 63 publications

Embedding Corporate Social Responsibility in Corporate Governance: A Stakeholder Systems Approach

Embedding Corporate Social Responsibility in Corporate Governance: A Stakeholder Systems Approach

Employee development:an organizational justice perspective

The role of perceived organizational justice in shaping the outcomes of talent management: A research agenda

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