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Employees’ fairness perception towards performance appraisal system: antecedents and consequences

Author

Listed:
  • Sapna Taneja

    (J. C. Bose University of Science and Technology, YMCA)

  • Ravikesh Srivastava

    (IMS Unison University)

  • N. Ravichandran

    (Department of Healthcare and Pharmaceutical Management, Jamia Hamdard)

Abstract

How is justice structured? What influences employees’ perceptions of appraisal justice? By what mechanisms do justice perceptions influence employees’ job-related attitudes and behaviours? Using multiple hierarchical regression, the authors examine these questions for 600 employees belonging to the Indian banking industry and provide four key findings. First, the results support the five-factor model of justice instead of the three-factor model. Secondly, of the five-justice dimensions, interpersonal justice takes precedence in Indian work settings. Thirdly, the validity of appraisal criteria has a significant influence on shaping justice perception. Finally, appraisal training, which received no attention in relevant research, was found to influence perceived justice.

Suggested Citation

  • Sapna Taneja & Ravikesh Srivastava & N. Ravichandran, 2024. "Employees’ fairness perception towards performance appraisal system: antecedents and consequences," Review of Managerial Science, Springer, vol. 18(8), pages 2163-2196, August.
    • Handle: RePEc:spr:rvmgts:v:18:y:2024:i:8:d:10.1007_s11846-023-00680-7
    DOI: 10.1007/s11846-023-00680-7
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    References listed on IDEAS

    as
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    More about this item

    Keywords

    Human resource management; Performance appraisal; Organisational justice; Perceived fairness;
    All these keywords.

    JEL classification:

    • M12 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - Personnel Management; Executives; Executive Compensation

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