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Procedural Fairness in Performance Appraisal: Beyond the Review Session
William F. Giles, Henry M. Findley and Hubert S. Feild
Journal of Business and Psychology
Vol. 11, No. 4 (Jun., 1997), pp. 493-506
Published by: Springer
Stable URL: http://www.jstor.org/stable/25092568
Page Count: 14
You can always find the topics here!Topics: Fairness, Job performance evaluation, Distributive justice, Procedural justice, Personnel evaluation, Psychological assessment, Industrial and organizational psychology, Employee supervision, Observational research, Control variables
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Utilizing an organizational justice perspective, this cross-organizational study developed procedural fairness dimensions for the appraisal review session and two contextual domains of the performance appraisal process. The contextual domains were: (a) the structure, policies, and support characterizing the formal appraisal system, and (b) the appraisal-related interactions that occur throughout the year between supervisors and subordinates. In addition, relationships of the three procedural variable sets and their respective individual variables with three fairness (two distributive justice and one global) criteria were assessed. Procedures from the session and system domains were found to be most useful for predicting the fairness criteria.
Journal of Business and Psychology © 1997 Springer