Understanding the motivational effects of procedural and informational justice in feedback processes

Roberson, Quinetta M.; Stewart, Marcus M.

doi:10.1348/000712605x80146

Cited by 82 publications

(82 citation statements)

References 57 publications

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“…Our results may also be a basis for refining current theoretical models. In the models of Elicker et al (2006) and Roberson and Stewart (2006), for example, justice is depicted as a mediator of the relationship between relationship quality and feedback reactions, as well as of the relationship between feedback accuracy and motivation to improve performance. Based on our findings, it seems possible to refine the model of Elicker et al (2006) by also considering relationship quality as a moderator that alters the relationship between justice and feedback reactions.…”

Section: Discussionmentioning

confidence: 99%

“…Furthermore, employees perceived the appraisal system to be fairer when they got the opportunity to express their feelings ('voice') (Landy, Barnes, & Murphy, 1978;Landy, Barnes-Farrell, & Cleveland, 1980). Recent studies (Jawahar, 2007;Kavanagh, Benson, & Brown, 2007;Roberson & Stewart, 2006) have provided further evidence that in a performance appraisal context there is a positive relationship between procedural justice and the motivation to improve performance following performance appraisal. From a practical perspective, we expect procedural justice to be the type of justice that is most controllable by the organisation.…”

Section: Procedural Justice Perceptionsmentioning

confidence: 99%

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A Closer Look at the Relationship between Justice Perceptions and Feedback Reactions: The role of the quality of the relationship with the supervisor

Feys¹,

Libbrecht²,

Anseel³

et al. 2008

PSYCHOL BELG

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Two field studies were undertaken to investigate the nature of the relationship between justice perceptions and feedback reactions. Previous work suggests that the relationship between procedural justice and feedback reactions is mediated by the quality of the relationship with the supervisor. However, there are also good theoretical reasons to hypothesise that the relationship between justice perceptions and feedback reactions is moderated by relationship quality. Across two field studies, we found support for both mediated and moderated relationships. Results of the moderator analyses showed that the positive relationship between justice perceptions and feedback reactions was more pronounced for subordinates in a low-quality relationship with their supervisor. The present results provide useful suggestions for enhancing feedback reactions in organisations.Providing feedback to employees (i.e., giving people information about the outcomes of their achievements with the purpose of stimulating development and learning) is believed to be essential for maintaining and increasing employee motivation and satisfaction (Jawahar, 2006). Although meta-analytic results have shown that feedback interventions do not always increase performance, they suggest that these interventions improve performance on average (Kluger & DeNisi, 1996). In organisations, the assumption also prevails that giving employees feedback is essential to improve individual and organisational performance. Traditionally, organisations rely on performance appraisal and performance reviews as vehicles for giving employees feedback, thereby improving their performance (Gregory & Levy, 2008).Although almost every large organisation uses some type of performance appraisal method, there seems to be quite some dissatisfaction about performance appraisal. Lawler (1994, p. 106) aptly summarised this discontent- 128 JUSTICE PERCEPTIONS AND FEEDBACK REACTIONS ment: "The problem -and it is well documented -is that most performance appraisal systems do not motivate individuals nor guide their development effectively". In recent years, there have been calls to conduct more research about the efforts organisations can undertake to turn performance appraisal into a more effective feedback intervention (e.g., Levy & Williams, 2004). In this regard, it seems especially important to improve our understanding of why and when employees are inclined to accept and use feedback given to them. Only when employees are prepared to use and accept the feedback they receive during performance appraisal, it can be expected that performance appraisal leads to employee development (Anseel, Lievens, & Levy, 2007).The present paper aims to gain a better insight into the factors that can enhance feedback reactions in performance appraisal. Recent research suggests that two principles are of key importance. On the one hand it seems important for employees to establish a good relationship with their supervisor (the provider of feedback). On the other hand it is crucial for employees to ...

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Section: Discussionmentioning

confidence: 99%

Section: Procedural Justice Perceptionsmentioning

confidence: 99%

A Closer Look at the Relationship between Justice Perceptions and Feedback Reactions: The role of the quality of the relationship with the supervisor

Feys¹,

Libbrecht²,

Anseel³

et al. 2008

PSYCHOL BELG

View full text Add to dashboard Cite

show abstract

“…It creates performance feedback system between supervisor and employees (Mount, 1984). The primary goal of performance appraisal is to encourage employees' to change their behavior for performance improvement (Roberson & Stewart, 2006). This happens when supervisor coaches/counsels employees, communicates performance expectations and motivates subordinates to perform optimally (Ahmed, 1999;Thomas & Brentz, 1994).…”

Section: Performance Appraisal Systemmentioning

confidence: 99%

Purposes of Performance Appraisal System: A Perceptual Study of Civil Servants in District Dera Ismail Khan Pakistan

Ikramullah

Shah

Khan

et al. 2012

IJBM

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Performance Appraisal System (PAS) in the civil service of Pakistan has been established to fulfill various purposes. Previously, this aspect of PAS in the civil service has not been investigated. In this study we examine perceptions of the civil servants regarding various purposes of the PAS. Data was collected from the civil servants working in the two departments of far flung district Dera Ismail Khan, Khyber Pakhtunkhwa. The results show that appraisees have mixed responses regarding purposes of PAS. It implies that appraisees are not fully aware to all the purposes of PAS, with exception of a sole purpose i.e. support to promotion decisions. In the article we discuss the factors affecting appraisees' perceptions about purposes of the appraisal system. Subsequently, we proffer few recommendations for making the appraisal system purposeful in minds of appraisees. Finally, we give directions for future research in the PAS of civil service.

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“…For example, informational justice also includes the reliability and reasonability that measure the quality of information in interactions. These findings support Ellis, Reus, and Lamont (2009) and Roberson and Stewart (2006) on distinguishing between informational justice and procedural justice. Furthermore, they extend these researches by illustrating the overlaps and differences between informational justice and correctability of procedural justice in land acquisition, which is also not evident in literature.…”

Section: Informational Justicesupporting

confidence: 69%

Equity issues in land acquisition: A source of delays in large construction projects in Vietnam

Vu¹

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Delays in construction projects have been a recurring and global problem for decades. In many countries, particularly developing countries, delays in land acquisition are considered one of the largest contributors of delays in large construction projects. In Vietnam, one key cause of these delays stems from equity perceptions of land-acquired communities who perceive themselves to be disadvantaged or let down by the land acquisition process. However, the formation of these equity perceptions has not been sufficiently investigated. Further, the relationship between equity issues on perceptions of land-acquired households and delays in construction projects has also not been clarified by existing literature that cannot help to adequately figure out solutions to these delays.Therefore, this research aims to investigate the formation of equity perceptions of land-acquired households and the relationship between equity issues and delays in construction projects. To implement this aim, a theoretical model is proposed that link between equity issues, comparisons, equity perceptions, and responses of landacquired communities causing delays in large construction projects in Vietnam.After that, the case study approach and semi-structured interviews of 40 landacquired households are conducted across two case studies, which are two large construction projects in Vietnam. Content and thematic analysis of the data collected was performed using Nvivo software to verify the four propositions issues and delays, which can help to address minimise delays in large construction projects. In addition, the principles of equity may be applied to project management to improve project performance, which in turn, will enable more successful project outcomes.

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Understanding the motivational effects of procedural and informational justice in feedback processes

Cited by 82 publications

References 57 publications

A Closer Look at the Relationship between Justice Perceptions and Feedback Reactions: The role of the quality of the relationship with the supervisor

A Closer Look at the Relationship between Justice Perceptions and Feedback Reactions: The role of the quality of the relationship with the supervisor

Purposes of Performance Appraisal System: A Perceptual Study of Civil Servants in District Dera Ismail Khan Pakistan

Equity issues in land acquisition: A source of delays in large construction projects in Vietnam

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