Understanding performance appraisal fairness

By P. Kavanagh, J. Benson, Michelle Brown. 2007

111 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Public Administration

View Paper: https://www.semanticscholar.org/paper/6685cf11d85017d0b8bf45d1636ff7a705c6eecc

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

1. Robert Buch
2. Anders Dysvik
3. B. Kuvaas
4. Shih-Yu Cheng
5. Marylène Gagné
6. Christina G. L. Nerstad
7. Nicolas Gillet
8. E. Fouquereau

In Public Administration

1. Anders Dysvik
2. Robert Buch
3. Shih-Yu Cheng
4. B. Kuvaas

Citations in the corpus

• The mediating role of organizational justice on the relationship between administrative performance appraisal practices and organizational commitment (2014, background): “In addition, even when performance standards are defined clearly, employees will still perceive them as unfair if implemented inconsistently (Gosselin, Werner and Halle 1997; DeNisi and Pritchard 2006; Kavanagh et al. 2007).”
• Antecedents and Employee Outcomes of Line Managers' Perceptions of Enabling HR Practices (2014, background): “Kavanagh et al. (2007) and Keeping and Levy (2000) underscore the importance of a high-quality relationship between employees and their managers for performance appraisals to result in productive attitudes and behaviours.”