Antecedents and consequences of justice perceptions in performance appraisals

By B. Erdogan. 2002

373 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/3fdda790fd9e9d8474270077a590031f160acd12

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In Organizational Behavior and Human Resource Management

Citations in the corpus

A path model examining the relations among strategic performance measurement system characteristics, organizational justice, and extra- and in-role performance (2009, background): “The importance of procedural justice to employees was originally based on process control theory (Erdogan, 2002), which suggests that employees need to feel they have control over and input into procedures used to make decisions (Thibaut & Walker, 1975).”
Procedural Justice, Work Engagement, and Job Outcomes: Evidence from Nigeria (2011, background): “Organizational justice refers to employees’ perceptions of fairness in the workplace (Moorman, 1991) and is composed of three dimensions: distributive justice, procedural justice, and interactional justice (Cohen-Charash & Spector, 2001; Erdogan, 2002).”
How Formal Performance Evaluation Affects Trust between Superior and Subordinate Managers (2009, background): “Thus, according to these studies on procedural justice, good performance feedback is a constitutive element of a fair (evaluation) process, as it provides the openness and high level of communication (e.g., Colquitt & Jackson, 2006; Erdogan, 2002) that fair processes demand.”
Promoting employee intention to stay: do human resource management practices matter? (2012, background): “Erdogan (2002) revealed that employees are likely to perceive the appraisal process as fair, if they are accurately rated against the performance standards and fair actions are taken in accordance with the evidences of appraisal.”
The mediating role of organizational justice on the relationship between administrative performance appraisal practices and organizational commitment (2014, methodology): “Performance standards and organizational justice Erdogan (2002) proposed that the more objective standards that PA follows, the greater the fairness perceived by employees.”
The impact of organizational justice on work performance: Mediating effects of organizational commitment and leader‐member exchange (2010, background): “Other researchers have suggested LMX and perceived accountability to be the key mechanisms of the relationship between organizational justice and work performance ( Erdogan, 2002”
Talent management and organisational justice: employee reactions to high potential identification (2014, result): “Building on social exchange theory and previous studies that have found a positive relationship between employee performance ratings and perceptions of distributive justice (Erdogan, 2002), we believe that the identification as a high potential will be linked to more favourable distributive justice ”
Implementing Performance Appraisal: Exploring the Employee Experience (2013, background): “The organizational justice literature explains how employee perceptions of their treatment during the performance appraisal process are linked to attitudinal or behavioral outcomes (Erdogan, 2002).”