• No results found

PERFORMANCE APPRAISAL: MORE THAN JUST A DUTY

N/A
N/A
Protected

Academic year: 2021

Share "PERFORMANCE APPRAISAL: MORE THAN JUST A DUTY"

Copied!
40
0
0

Bezig met laden.... (Bekijk nu de volledige tekst)

Hele tekst

(1)

1

PERFORMANCE APPRAISAL:

MORE THAN JUST A DUTY

THE MODERARTING INFLUENCE OF LEADER-MEMBER EXCHANGE ON THE RELATIONSHIP BETWEEN PERFORMANCE APPRAISAL

SATISFACTION -IN TERMS OF JUSTICE- AND COMMITMENT

Master thesis, Msc Human Resource Management University of Groningen, Faculty of Economics and Business

June, 11th 2013 Anuschka de Groot Studentnumber: 2231220 Vennenweg 24 9311 RC Nieuw-Roden Tel: +31 (0)681400966 E-mail: a.de.groot.15@student.rug.nl

First supervisor: drs. Metha Fennis-Bregman Second supervisor: Ramzi Said

Number of words: 12.120

(2)

2

THE MODERARTING INFLUENCE OF LEADER-MEMBER EXCHANGE ON THE RELATIONSHIP BETWEEN PERFORMANCE APPRAISAL

SATISFACTION -IN TERMS OF JUSTICE- AND COMMITMENT

ABSTRACT

Purpose – The purpose of this thesis is to examine the relationship between performance appraisal satisfaction in terms of justice (PA), leader-member exchange (LMX), and employee commitment.

Design – A survey was conducted among 108 employees of multiple branches. The data were collected using an online questionnaire and analyzed using SPSS.

Findings – The findings show that performance appraisal satisfaction in terms of justice is positively related to affective- and normative commitment. In addition, a negative relationship was found between performance appraisal satisfaction in terms of justice and continuance commitment. In addition, LMX was positively related to employee commitment. Research limitation/implications – The study utilizes only cross-sectional data and the data was gathered at one point in time. The implications of the findings for researchers together with some future guidelines are discussed in the paper.

Practical implications – The paper provides practitioners with some advice about understanding and managing performance appraisals in terms of justice, and employee commitment.

Contribution – Most research focused on factors that enhance PA satisfaction and other reactions, but there is a lack of empirical research on why and how satisfaction with PA matters.

Key words – Performance appraisal satisfaction in terms of justice, leader-member exchange, employee commitment

(3)

3

TABLE OF CONTENT

1. INTRODUCTION ... 4

2. THEORY AND HYPOTHESES ... 6

2.1. The effect of PA satisfaction - in terms of justice - on employee commitment ... 6

2.2. Effects of LMX on employee commitment ... 9

2.3. Moderating effect of leader-member exchange ... 10

3. METHOD ... 12

3.1 Sample and procedure ... 12

3.2. Measures ... 13 3.3. Data analysis ... 14 4. RESULTS ... 15 4.1. Descriptive statistics ... 15 4.2. Hypothesis testing ... 18 5. DISCUSSION ... 21 5.1. Findings ... 21 5.2. Theoretical implications ... 24 5.3. Practical implications ... 25

5.4. Strengths, weaknesses, limitations, and future research ... 27

6. LITERATURE ... 30

(4)

4

1. INTRODUCTION

One of the most challenging tasks in human resource management involves the effective and fair administration of performance appraisals. Among other things, performance appraisal provides information that can be used for important decisions about pay and promotions, training necessities, and documentation of performance levels that may merit firing or other consequences (Elicker et al., 2006). Unfortunately, managers often face problems and difficulties of measuring performance due to the involvement of subjective human judgments (Kim & Rubianty, 2011). For instance, just half of the 2005MPS participants supposed that they had been treated fairly during their performance appraisal (U.S. MSPB, 2007). There is growing consensus among researchers and practitioners that performance appraisal satisfaction is extremely important in encouraging employee and organizational outcomes (e.g. Selvarajan, 2011). If organizations expect to use the performance appraisal to encourage employee performance, or other benefiting outcomes, employees have to be view it positively and generally be satisfied with it ( Dusterhoff et al., 2011). Of particular interest is the notion that often, it is not the outcome but the perceived organizational justice that determines the PA satisfaction (Whiting et al., 200). Researchers (e.g. Suliman & Kathairi, 2013) have found that dissatisfaction with the performance appraisal is linked to numerous negative organizational consequences like theft and decreased levels of organizational commitment. However, in today’s turbulent business environment, the success, survival and competing power of organizations depends partly on the commitment of their members (Mahal, 2012). Therefore, the concept of justice as the process of assessing PA satisfaction and the consequences for employee commitment, is relevant to be studied. For instance, Kuvaas (2006) argued that performance appraisals should communicate subordinate strategies, objectives, and vision, in order to increase commitment levels to subordinate goals, and ultimately, employees become more committed to their organization. Over the years, researchers and practitioners believed that a loyal committed workforce is likely to have a high productivity which may increase profitability (Suliman & Kathairi, 2013). Therefore, it is important to understand how performance appraisal satisfaction in terms of justice could engender PA satisfaction and employee commitment.

(5)

5

(e.g. Lee, 2013), relatively few studies have investigated the moderating influence of LMX. However we expect that when the PA is perceived as satisfactory in terms of justice, the employee is likely to perceive the supervisor as more valuable. The supervisor has done a fair job in the eyes of the employee and the employee’s commitment level is likely to increase (Ariani, 2012). However, an high-quality relationship extends beyond the normal ‘performance appraisal relationship’ between a supervisor and subordinate. Enjoying high-LMX facilitates much positive feelings like pleasure (Blau, 1999). Therefore, while PA satisfaction in terms of justice is suggested to increase employee commitment, high-LMX relationships are likely to strengthen this relationship (Ariani, 2012). These findings prompts us to study the effect of LMX in the relationship between PA satisfaction -in terms of justice- and commitment.

The relationship between PA satisfaction in terms of justice, LMX, and employee commitment described in this thesis have both theoretical and practical significance. First, the research attributes to the past work on examining the effects of PA satisfaction on commitment. In addition to this existing literature that primarily focused on the effects of performance appraisal satisfaction on affective commitment (Kuvaas, 2006; Brimeyer, Perrucci & MacDermid, 2010), the study described in this thesis focuses on the three-component conceptualization of commitment (Meyer, et al., 1993).

Second, this research expands the work of theorists who studied the effects of performance appraisal satisfaction on employee commitment (e.g. Salleh et al., 2012). Since only very limited research has been conducted on the effects of leader member exchange as a moderator within above mentioned relationship, this current study is of theoretical significance. It is important to understand how performance appraisal satisfaction in terms of justice is related to job attitudes like commitment and LMX, in part because these job attitudes are related to job performance (Taylor et al., 1995; Roberson & Stewart 2006; Vijayashree & Jagdischchandra, 2011). In addition, performance appraisal is a complex social process that needs to be better understood to guide performance management in organizations (Pichler, 2012).

(6)

6

To what extent does performance appraisal satisfaction –in terms of justice- contribute to organizational commitment of employees and how is this relationship influenced by leader-member exchange?

2. THEORY AND HYPOTHESES

2.1. The effect of PA satisfaction - in terms of justice - on employee commitment

Performance appraisal measures performance and is meant to motivate employees and to improve employee’s contributions to organizational goals and job performance. (Selvarajan & Cloninger, 2011). However, performance appraisal only works well, when it is perceived as fair in the eyes of employees. In fact, researchers such as Salleh et al. (2012) argue that the performance appraisal will not be effective if it is perceived as unjust and unfair by those receiving the performance evaluation. Employees view their appraisal rating as fair when these reflects their inputs and contributions (Naricisse & Harcourt, 2008).

(7)

7

If ratees are dissatisfied with the appraisal system and perceive it as unfair, they will be less likely to use evaluations as feedback to improve their performance. Similarly, dissatisfaction with performance appraisal could potentially lead to decreased motivation, feelings of inequity, and decreased levels of commitment (Dobbins, et al., 1990).

The concept of employee commitment is interested in understanding and clarifying the intensity and stability of an employee’s involvement to the organization (Mester et al., 2003). Employee commitment is the relative strength of the employee’s identification with, and the involvement in a particular organization and the wish to remain a member. (Abdulkadir et al., 2012). In this thesis employee commitment is defined according to the following three components which are not mutually exclusive: (1) Affective commitment is concerned with employees emotional attachment to, identification with and, involvement in the organization and a belief in its values. Employees with a strong affective commitment continue employment with the organization because they want to do so. (2) Continuance commitment is the perceived economic value of remaining with an organization. Employees with elevated levels of continuance commitment stay with the organization as they are aware of the needs, risks, sacrifices, and difficulties in finding a new job. (3) Normative commitment is an obligation to remain with the organization for moral or ethical reasons (Meyer, et al., 1993; Sheik & Anisa, 2012). Employees with a high level of normative commitment feel that they ought to remain with the organization. Based on these definitions, we assume that affective committed employees are most desired by organizations and continuance committed employees are least desired.

Previous research by Hornibrook, et al., (2009) suggests that performance appraisal satisfaction is likely to result in higher employee commitment since it will change the behavior of individuals. Such behavior might include the extent to which the employee identify with the organization’s objectives and receive them as their own, and thereby exhibit productive behavior for the benefit of the whole organization. In addition, the use of unfair procedures is associated with lower trust and commitment resulting in lower cooperation (De Cremer, 2005). Perceived unfairness and ineffectiveness of the performance management system can result in counterproductive and sometimes detrimental behavior from employees which finally results in lower commitment.

(8)

8

instance, if pay and promotion policy is not designed according to employee performance, skills, abilities and education, employees would be dissatisfied with their appraisal and become less committed to the organization (Adams, 1965). Another example of fairness is equality. Employees who feel not treated equally compared to others get irritated and feel disappointed (Bierhoff et al., 1986). Consequently, they would not be loyal to the organization.

Colquitt and Chertkoff (2002) found that organizations who permit employees to voice their opinions and propose suggestions regarding the performance appraisal procedure, ultimately led to stronger bonding between the employees and organizations. Bonding between the employee and organization is extremely related to affective commitment, since many researchers define affective commitment as the strength of the bond a person has with the entire organization (Lambert et al., 2005). Further, employees interpret performance appraisal activities as indicative of the organization’s commitment towards them (Settoon, et al., 1996). Fair or unfair procedures are perceived as indicators of the degree to which the organization values employee’s contribution and cares about their well-being. Perceived organizational justice, therefore, leads in turn to higher emotional attachment to the organization and the wish to remain a member of the organization ( Biswas, et al., 2013).

Employees’ sensitivity regarding organizational justice predicts the degree to which they perceive that their organization appreciates their contribution and take care of them. In other words, employees who experience organizational support, feel the need to reciprocate favorable treatment with attitudes and behaviors that in turn benefit the organization (Eisenberger et al., 1986). Therefore, it is suggested that employees who feel strong organizational support will be more normative committed to the organization, since they feel responsible to remain with the organization.

Some employees are more satisfied with the appraisal system when they receive high evaluation than when they receive low evaluations. Higher evaluations are associated with higher rewards which enhances especially the continuance commitment (Whiting, et al., 2008). The question however, is whether these higher evaluations are always fair. Continuance committed employees are focused on the outcomes of the performance appraisal rather than the process underlying the outcome (Meyer et al., 1993). Therefore, in contrast to other expected relationships, a negative relationship is expected between organizational justice and continuance commitment.

(9)

9

Hypothesis 1: there is a positive relationship between performance appraisal satisfaction in terms of justice and employee commitment.

Hypothesis 2: there is a positive relationship between PA satisfaction in terms of justice and affective commitment.

Hypothesis 3: there is a positive relationship between PA satisfaction in terms of justice and normative commitment.

Hypothesis 4: there is a negative relationship between PA satisfaction in terms of justice and continuance commitment.

2.2. Effects of LMX on employee commitment

The concept of LMX states that each individual has its own unique relationship with the supervisor, which vary from those that are based strictly on employment relations (low LMX), to high-LMX which is characterized by mutual trust, respect, liking, and reciprocal influence (Danserau et al., 1975). LMX can be defined as the quality of the exchange relationship between an employee and his or her supervisor (Liden & Maslyn, 1998). Employees with high-quality relationships with their supervisor receive more attention and resources, and they tend to reciprocate this favorable treatment with higher performance, loyalty, and positive attitudes (Elicker, Levy & Hall, 2006).

(10)

10

Hypothesis 5: there is a positive relationship between leader-member exchange and employee commitment.

2.3. Moderating effect of leader-member exchange

Traditional performance appraisals are performed by the employee’s immediate supervisor who is often the only source of the performance appraisal (Selvarajan & Cloninger, 2011). Logically, the relationship between supervisor and subordinate (LMX) may influence the satisfaction of the performance appraisal and employee commitment. For instance, Elicker et al. (2006) suggested that employees who are in high-quality exchange relationships have different experiences in the performance appraisal session, than those who are not. They found that high-LMX employees have the intention to enter a performance appraisal session with an initially higher level of trust in the supervisor, and greater confidence in their ability to achieve positive outcomes. Moreover, they may, actually elicit better treatment from the supervisor and are likely to interpret the resulting interaction more positively.

Duarte et al. (1994) found that leaders expect high-LMX employees to continue to make performance contributions beyond those required by the job description. In turn, these employees receive higher performance evaluations and rewards than other employees. These high-LMX employees note that their contributions are recognized and rewarded by the supervisor and experience therefore fair treatment and PA satisfaction. As a result they feel more committed to the organization. It also is plausible that managers who engage in a high-LMX relationship with their subordinates have more ‘control’ over employees perceptions of justice, and therefore may be able to affect employee’s satisfaction with their performance appraisal, commitment and involvement in the organization (Tang & Sarsfield-Baldwin, 1996).

(11)

11

the processes supporting it. These findings imply that leader-member exchange (e.g. high-LMX) may enhance the relationship between PA satisfaction and employee commitment.

Finally, PA satisfaction convey information regarding employees’ value, standing, and future prospects in their employing organizations. Research suggests that employees reciprocate perceptions of more favorable conditions, by putting extra time and effort in the organization. As a result employees become more committed to the organization. This is especially the case when employees engage in high-quality relationships with their supervisor. High-LMX could serve to establish an atmosphere of rapport in the organization and to a positive appraisal of the work situation which further enhances employee commitment (Lin & Ma, 2004).

All in all, we expect a moderating role of leader-member exchange in relationship between performance PA satisfaction in terms of justice and employee commitment.

Hypothesis 6: LMX moderates the relationship between performance appraisal satisfaction and employee commitment such that when LMX is high, the relationship between PA satisfaction and employee commitment will be strengthened.

Figure 1 represents the conceptual model of the relationship between performance appraisal satisfaction, leader-member exchange, and employee commitment.

FIGURE 1 Conceptual model

H6 H5 H1 H4 H2 H3 LMX PA satifaction

in terms of justice Commitment

Affective commitment Normative commitment Normative commitment

(12)

12

3. METHOD

3.1 Sample and procedure

In order to test the hypotheses a survey was conducted among 108 participants from diverse branches, such as healthcare, education, insurances, and government industries. Most of the participants were from the government industry (23,15%). Specific jobs within the sample where, for instance, business economist, nurse, technical consultant, account manager, tax adviser, and teacher. Data was collected from employees who were appraised by their immediate supervisors, meaning that company owners were not approached. There were no eligibility criteria for respondents to fill in the survey with respect to age, gender, profession, or education. The employees were asked to fill out an online questionnaire containing statements about the items: PA satisfaction in terms of justice, leader-member exchange, employee commitment, and demographic background. In order to measure these variables, well-known multi-item scales were used that have been proven to be valid and reliable. In a short introductory text the content of the questionnaire was explained. Furthermore, the participants were informed that it took at most 15 minutes to fill out the questionnaire. The whole questionnaire consisted of 57 items, from which 4 items were open questions regarding age, gender, tenure, and branch. Participants were requested to indicate their personal level of agreement or disagreement with the statements by responding to them on a Likert-scale ranging from ‘totally disagree’ to ‘totally agree’. The language of the survey was translated into Dutch by using a double-blind back-translation procedure, for it is the common language of the respondents.

As shown in table 1 participating employees had an average age of 44.58 (s.d.= 10.59) and 39.8% was female. The average tenure of the participants with their current organization was 15.95 years (s.d.= 12.37). Furthermore, the effective response rate was 83.08% which means that 108 of the 130 approached employees responded.

(13)

13

guaranteed that the outcomes of the study could not be traced to individual respondents. To protect confidentiality, the survey was anonymous and participation was voluntary.

TABLE 1

Overview of the composition of the dataset

3.2. Measures

Performance appraisal satisfaction in terms of justice. This variable was measured

with 23 items of the ‘perceived fairness of performance appraisal scale’ developed by Kim & Rubianty (2011) and Whiting et al. (2008). These items contains measurements related to justice in the performance appraisal. Together the items form a total score for the measure PA satisfaction in terms of justice. The items asked the respondent to indicate on a five-point Likert scale the extent to which they were satisfied with appraisals in their organizations and perceive them to be fair and accurate. The reliability and validity of this measure are tested and confirmed by Kim and Rubianty (2011). Specific items were for instance: (1) “My

current appraisal system is useful”, (2) “I understand the basis for my most recent performance rating.” Since all the items have been framed in the same direction, it was not

necessary to reverse-code the items. The items formed a reliable representation of performance appraisal satisfaction with a Cronbach’s αlpha of .93. Items scores were averaged to form total scores for PA satisfaction in terms of justice.

Leader-member exchange. This variable was measured with 12 items developed by

Liden & Maslyn (1998). They provided psychometric support for a multidimensional measure for LMX and showed an internal consistency reliability of 0.89. Some specific items were (1)“I respect my supervisor's knowledge of and competence on the job”, (2) “I like my

supervisor very much as a person.” Items were rated on a five-point Likert scale ranging from

1 (totally disagree) to 5 (totally agree) and formed a reliable representation of leader-member exchange. The Cronbach’s αlpha for this scale was .920. All items were averaged and all items have been framed in a positive way, so it was not necessary to reverse-code the items. Furthermore, we obtained support for averaging the item scores to form total scores for LMX.

__Sample____ __Gender___ Age __ __Tenure___

N % female M SD Mean years

(14)

14

Employee commitment. This variable was assessed with a 18-items scale developed

by Meyer, Allen & Smith (1993). It included three subscales which were consistent with the three constructs of commitment. The first six items assessed affective commitment, for instance “I do feel a strong sense of belonging to my organization’. The next six items assessed continuance commitment, for instance: “Right now, staying with my organization is

a matter of necessity as much as desire”. The other six items measured normative

commitment, for instance “I think that people these days move from company to company too

often”. Meyer et al. (1993) verified that these scales demonstrate a high degree of reliability

and validity. Items were rated on a seven-point Likert scale ranging from 1 (disagree) to 7 (totally agree). Item scores were averaged to form total scores for employee commitment. Moreover, all items were framed in a positive way and it was therefore not necessary to reverse code items. The internal consistency coefficients for affective commitment scale, continuance commitment scale, and normative commitment scale were .90, .78, and .78, respectively.

Control variables. We controlled for age, tenure, and gender. Age was used as control

variable because it may positively relate to employee commitment. Older workers, regardless of tenure, are more committed to the organization than younger workers. Older workers may have experienced negative effects of economic changes and now find themselves in vulnerable positions (Brimeyer, Perrucci & MacDermid, 2010). Age was measured in years. Team tenure was used as a control variable because it may influence the commitment of the employee. Researchers using career-stage models to examine the age/tenure-commitment relationship have primarily relied on the developmental model of Super (1957), which argues that younger and less experienced workers will be less committed to their employers than will older, more tenured workers (Brimeyer, Perrucci & MacDermid, 2010). Team tenure was measured in years. Gender was used as control variable because it influences the emotional attachment of employees which is related to employee commitment (Lee & Peccei, 2007). Gender was measured as a dichotomous variable and coded such that 1 is female and 2 male.

3.3. Data analysis

(15)

15

standardized predictor variables. The dependent variable employee commitment was not standardized. First, we regressed affective commitment, continuance commitment, and normative commitment on the control variables and PA satisfaction in terms of justice. These results can be found in table 4.

Secondly, in separate analyses, we regressed employee commitment on the control variables, on PA satisfaction in terms of justice, on leader-member exchange, and on the interaction term of performance appraisal satisfaction and LMX. These results can be found in table 3.

4. RESULTS

This section presents results of the data analysis upon a factual way. First, the descriptive statistics are presented, followed by the results of the regression analysis.

4.1. Descriptive statistics

The means, standard deviations, and intercorrelations for the variables in this thesis are presented in table 2.

Age. As the table shows we found a negative significant correlation with normative

commitment ( r = -.20, p < .05), implying that older employees experience less normative commitment. A positive significant relationship was found with continuance commitment ( r = .43, p < .05), which means that older employees experience more continuance commitment.

Tenure. Positive significant relationships were found with age (r = .65, p < .01) and

continuance commitment ( r = .56, p < .01). This implies that employees with high tenure are older and are more continuance committed. Furthermore, there was a negative significant correlation with normative commitment ( r = -.20, p < .05), meaning that employees with high tenure experience less normative commitment.

Gender. A negative correlation was found between gender and age (r = .28, p <.01).

This comes from the fact that in our sample the respondents with an age higher than 50 are only represented by men. So in our sample applies: the older the respondents, the more men. Gender has also a negative correlation with organizational tenure (r = -.26, p < .01). In our sample, the average tenure was higher for men than for women, meaning that the higher the average tenure of the respondents, the more men. Moreover, there was a negative significant correlation with continuance commitment ( r = -.39, p < .01).

PA Satisfaction in terms of justice. The correlation table indicates a positive

(16)

16

commitment. Conform the expectations, we also found positive significant correlations with LMX ( r = .61, p < .01), affective commitment ( r = .51, p < .01) and normative commitment (r=.33, p < .01). This means that employees who are satisfied with their PA in terms of justice, experience higher quality relationships, and are more affective and normative committed to the organization. Negative correlations were found with continuance commitment ( r = -.30, p < .01) and tenure ( r = -.21, p < .05), meaning that employees who are satisfied with their PA, experience less continuance commitment and have low tenures.

LMX. We found a positive significant correlation with employee commitment ( r =

.53, p < .01). This means that employees with a high quality relationship with their supervisor experience higher commitment. In addition, the table shows positive significant correlations with affective commitment ( r = .68, p <.01) and normative commitment ( r = .46, p < .01), meaning that employees with high-LMX relationships experience higher affective and normative commitment to the organization. A negative correlation was found between LMX and organizational tenure ( r = -.21, p < .05), implying that employees with high-LMX relationships have a low tenure with the organization.

Employee commitment. We found positive and significant relations with affective

commitment ( r = .76, p < .01), normative commitment ( r = .78, p < .01), and continuance commitment ( r = .35, p < .01). This implies that employees who are committed to the organization experience three kinds of commitment, namely affective, normative and continuance commitment.

Affective commitment. Results showed positive significant correlations between

(17)

17

TABLE 2

Descriptive Statistics and Research Variable Intercorrelations

Variables Mean S.D. 1 2 3 4 5 6 7 8 1. Age 44.58 10.69 2. Tenure 15.84 12.43 .65** 3. Gender 1.40 .49 -.28** -.26** 4. PA Satisfaction 3.23 .73 -.09 -.21* .09 5. LMX 3.36 .77 -.15 -.21* .04 .61** 6. Employee commitment 3.87 .77 .04 .11 -.17 .30** .53** 7. Affective commitment 4.29 1.38 -.16 -.16 .05 .51** .68** .76** 8. Normative commitment 3.00 1.07 -.20* -.20* .01 .33** .46** .78** .60** 9. Continuance commitment 4.31 1.19 .43* .56** -.39** -.30** -.17 .35** -.22* -.09 Note 1. N=108.

Note 2. Commitment was measured on a 7-point scale. PA satisfaction, and LMX on a 5-point scale. **. Correlation is significant at the 0.01 level (2-tailed).

(18)

18 4.2. Hypothesis testing

Table 3 represents the regression results for testing the moderating role of leader-member exchange on the relationship between PA satisfaction in terms of justice and employee commitment. The unstandardized regression coefficient b provides information of the size and direction of the effect. The accompanying significance level (p-value) reflects the probability that this effect emerges by chance, which should be lower than 5% (n.s. stands for not significant). In the first step, the control variables gender, age and team tenure were entered into the regression equations. Next, the two independent variables – LMX and employee commitment – were also entered in the regression equations. Then in the last step, the interaction term (Z_P satisfaction x Z_leader-member exchange) was included in the regression analyses. To make the interaction term more directly interpretable and reduce multicollineairity problems, the two independent variables were standardized (Cohen & Cohen, 1983). The SPSS outcomes includes the F-test, measuring the overall significance of the regression model and the R-square which measures the model goodness of fit. These results are all shown in table 5.

(19)

19

between PA satisfaction and employee commitment will be strengthened. By testing hypothesis 6 the assessment did not show full moderation as shown in table 3. The two-way interaction between PA satisfaction and LMX on commitment shows an insignificant relationship (B= .03, n.s.). This means that the regression analyses does not support the last hypothesis. So, based on the results, it can be concluded that LMX does not have a moderating influence on the relationship between PA satisfaction in terms of justice and employee commitment as figure 1 demonstrates. This finding is explored graphically in a two way interaction plot (figure 2).

TABLE 3

Regression Analysis Results and Conditional Indirect Relationship Dependent variable Employee Commitment B SE P-value Controls Age -.067 .099 .498 Organizational tenure .092 .098 .347 Gender -.123 .077 .113 .04 Main effects

PA satisfaction in terms of justice .004 .078 .960

LMX .441*** .078 .000

Two-way interaction

PA satisfaction in terms of justice x employee commitment .034 .063 .583 .36

Unstandardized regression coefficients are presented.

***. Correlation is significant at the 0.001 level tailed). **. Correlation is significant at the 0.01 level (2-tailed). *. Correlation is significant at the 0.05 level (2-(2-tailed).

TABLE 4

Regression Analysis Results

Dependent variables Affective commitment Normative commitment Continuance commitment H2 H3 H4 Controls: B SE B SE B SE Age -.14 .178 -.14 .136 .08 .123 Team tenure -.13 .177 -.14 .135 .54 .122 Gender .00 .140 -.07 .107 -.31 .096 Main effects: PA satisfaction .69*** .12 .33*** .100 -.22* .092

(20)

20 TABLE 5

Results of regression analysis testing hypothesis Independent variable Dependent variable B t Sig. t F R2 Adjusted R2 H1 PA satisfaction in terms of justice Employee commitment .004 .051 .960 11.25 .355 .324 H2 PA satisfaction in terms of justice Affective commitment .675*** 5.62 .000 8.95 .258 .229 H3 PA satisfaction in terms of justice Normative commitment .317*** 3.17 0.002 4.06 .136 .103 H4 PA satisfaction in terms of justice Continuance commitment -.215** - 2.33 .022 18.21 .414 .392 H5 LMX Employee commitment .441*** 5.675 .000 11.25 .355 .324 Note: N=108,

***. Correlation is significant at the 0.001 level (2-tailed). **. Correlation is significant at the 0.01 level (2-tailed). *. Correlation is significant at the 0.05 level (2-tailed).

FIGURE 2

Two-way Interaction Plot

1,0 2,0 3,0 4,0 5,0 6,0 7,0 Low High E m plo y ee co m m it m e nt

PA satisfaction in terms of justice

LMX high

(21)

21

5. DISCUSSION

5.1. Findings

In this research we focused on three important subjects influencing employees and their organizations: performance appraisal satisfaction in terms of organizational justice, leader-member exchange, and employee commitment. The aim of this thesis was to examine the moderating role of LMX in the relation between PA satisfaction in terms of justice and employee commitment.

Before directly discussing the findings, we want to briefly look back on how we came to the variable ‘performance appraisal satisfaction in terms of justice’. It wasn’t until this research that a closer look was taken on PA satisfaction and the consequences of PA satisfaction. Several researchers identified that perceptions of justice have a significant influence on the satisfaction level of employees on their performance appraisal (e.g. Dusterhoff et al., 2012; Salleh et al., 2012). For instance, Cropanzo and Ambrose (2001) argued that employees were more satisfied with the performance appraisal when these reflects the employees’ inputs and contributions. Moreover, factors like knowledge of the appraisal procedure, opportunity to speak up in the appraisal procedure, and the interpersonal treatment during the appraisal procedure are all factors found to influence employees’ PA satisfaction (Narcisse & Harcourt, 2008). These factors are all related to justice perceptions and brought us to the construction of ‘performance appraisal satisfaction in terms of justice’.

(22)

22

analysis and completely explained PA satisfaction away. This means that LMX seemed to be a more important predictor of employee commitment than PA satisfaction in terms of justice. Furthermore, results revealed the following. As suggested in hypothesis 2, PA satisfaction in terms of justice indeed positively predicts affective commitment. This finding indicates that when an organization is perceived as fair in the eyes of an employee, employee commitment that is mainly based on the strong bonding and identification with the organization, will increase. It therefore can be concluded that managers should make sure that the performance appraisal procedure is fair in the eyes of employees. This result is similar to findings in Kaneshiro’s study (2008) which showed that fair treatments and procedures symbolizes to an employee that he or she is a valuable part of the organization, so that the employee tends to identify with the organization.

In addition, PA satisfaction in terms of justice also positively predicts normative commitment as was hypothesized (H3). This finding is in line with the results of previous studies (e.g. Lee & Bruvold, 2003) which found that employees often tend to compensate or pay back investments made by the organization, and thereby displaying normative commitment. For instance, investments in elements of organizational justice may create feelings of obligation to stay with the organization, because in turn employees want either to be fair to the organization.

Furthermore, PA satisfaction in terms of justice is found to negatively predict continuance commitment (H4). This implies that when employees are satisfied with their performance appraisal, employee commitment that is mainly based on the benefits of staying with the organization or the costs of leaving, is reduced. In short, the use of justice in the performance appraisal will reduce continuance commitment. This means, that employees who feel treated in a fair way are less concerned with the loss of attractive employment benefits, because they are emotionally attached and satisfied with the organization (Kaneshiro, 2008).

(23)

23

they feel obligated to reciprocate by the provision of organizationally desired contributions like commitment (Yousaf et al., 2011).

Regression analysis did not found support for the last hypothesis and therefore it can be concluded that no evidence is found for the moderating influence of LMX on the relationship between PA satisfaction in terms of justice and employee commitment. This means that hypothesis 6 is rejected. This finding can be underpinned through the fact that other researchers found that LMX is a positive predictor of performance appraisal satisfaction instead of a moderator. If an employee perceived a higher level of LMX, the employee also perceived a higher level of PA satisfaction (Lee et al., 2013). It can be seen as a self-fulfilling prophecy. According to Liden and Graen (1980, p.452) employees reporting high-quality relationships make contributions that go beyond their formal job duties. In turn they will get higher performance ratings and become more satisfied with their performance appraisal. Based on this, one can ask why we studied this relationship then. Well, we argued that high-LMX could strengthen the relationship between PA satisfaction - in terms of justice- and employee commitment, since the role of the supervisor is a direct source of reward and punishment. In addition, the moderating role was interesting to study since Farzin et al (2012) found a direct relationship between justice aspects and LMX and several other researchers found a direct relationship between LMX and employee commitment (e.g. Ariani, 2012). Furthermore, the lack of evidence can be partly explained by the fact that in this thesis PA satisfaction is measured in terms of organizational justice, while there are more influencing mechanisms determining PA satisfaction. For instance, Dobby et al. (1990) found that employees were more satisfied with their performance appraisal that provides them with specific feedback (e.g. specific action plans) rather than little and general feedback. Likewise, the frequency of evaluation and employees’ trust in the rater were neither included in the measurement. Such factors and several other predictors were not taken into account in the measurement of PA satisfaction.

(24)

24

employees may have a negative attitude towards the organization which may reduce their levels of commitment (Murtaza, 2011).

5.2. Theoretical implications

This study was designed to contribute to the existing body of literature about PA satisfaction in terms of justice, LMX, and employee commitment. To find different relationships six hypothesis were developed. The first hypothesis stating that PA satisfaction in terms of justice is positively related to employee commitment, was not confirmed. However, we found evidence for hypotheses 2,3,4 stating that PA satisfaction in terms of justice is related to respectively affective commitment, normative commitment, and continuance commitment. Hypotheses 5 was also confirmed, stating that LMX positively relates to employee commitment. Hypotheses 6 was rejected. Although this thesis has not shown significance evidence for the moderating role of LMX, the findings may offer some interesting contributions to theory and research.

The first theoretical implication is that the study indicated that PA satisfaction in terms of justice significantly influence employee commitment. Consequently, our results provide firm evidence that PA satisfaction in terms of justice is an important aspect of performance appraisals that should be considered in future studies and interventions. However, besides this general implication our results also provide a more refined view of how organizational justice might exert its influence. We will discuss these implications in line with the preceding chapters and the conceptual framework in figure 1.

The results of our study also found a significant relationship between organizational justice and affective- and normative commitment. Because most research focus only on affective commitment, there was already much evidence that organizational justice enhances the emotional attachment and belonging to the organization (e.g. Abdulkadir, 2012). This research therefore contributed by including normative commitment and continuance commitment. With regard to normative commitment we found that organizational justice influences individuals feelings to commit with an organization because of feelings of obligation. These feelings can derive from the fact that organizations have made investments in the employee or it may reflect someone’s norms and values of loyalty to the organization.

(25)

25

employee. When assuming that organizations strive to find fair employees with ethical norms and values, this suggest that the use of fair procedures and outcomes helps to find fair employees since it is attractive for them. Since, organizational justice negatively predicts continuance commitment, it is likely that organizational justice weed out the employees who are continuance committed and increases the affective committed and normative committed employees.

To conclude, to make performance appraisals more effective in influencing employee commitment, satisfaction with the PA system should be given priority as well as fair performance management in the organization. This results indicated that dissatisfaction with the performance appraisal can be largely explained by theories of organizational justice.

Another theoretical implication is that the study indicated that LMX is positively and significantly related to employee commitment. This shows that high-quality relationships are benefiting for organizations as is confirmed by Sarin and Conarelli (2009) who found that in high-LMX relationships, the leader can better meet the requirements of the team members, and therefore the team members will be more committed to the organization. So, this research shines a light on the importance of LMX. However, a supervisor cannot establish only high-quality relationships. In addition, Henderson et al. (2009) suggested that some differentiation in LMX is likely to benefit group performance. The challenge for a leader is therefore, to develop differentiated relationships with some subordinates. This finding raises the question how to balance this LMX relationships in order to get both high performing employees and a high committed workforce. Since a favorable exchange relationship include more consultation and delegation, less close monitoring, it is implies that empowering fosters employee commitment. Meaning that empowerment may contribute to a sense of commitment through a process of reciprocation. This suggests that leaders should decide which subordinates to empower and which not. This reasoning is in line with the research done by Liden et al., (2000).

In conclusion, as much as this research has contributed it also asks for future research.

5.3. Practical implications

Besides theoretical implications this thesis has also practical implications. Although, not all hypotheses were supported, the findings reported here still provides actionable knowledge to managers.

(26)

26

organizations should strive to develop performance appraisal procedures in a fair way, including constructs of organizational justice. Furthermore, managers should be aware, that before any performance appraisal system is introduced, it is pertinent that the acceptance or satisfaction of the employees of such system should be determined. This means that, acceptance and employee reactions should be taken as the basis for the formulation and implementation of PA systems. Such action could improve PA effectiveness as it can influence the commitment of employees. Achieving PA satisfaction in terms of justice is easier said than done. The rater may lack the skills and ability to fairly and accurately rate performance, when the rater did not receive any training (Kim & Rubianty, 2011). Therefore, the outcomes of this research provide insights why training programs can be necessary on improving rating accuracy, communication of feedback, and productive communications between supervisor and employee before, after, and during the performance appraisal process. This knowledge may enhance the ability of managers to gain the maximum benefits from performance appraisal satisfaction while minimizing potential risks. For instance, supervisor’s keeping a performance diary could enhance the rater’s familiarity with ratee’s performance (Greenberg, 1986, p. 341). Moreover, ethics training may prevent supervisors deliberately changing performance ratings for political reasons.

Secondly, if an organization intends to improve employees’ affective commitment, enhancing PA satisfaction in terms of justice would be the key mechanism for which organizations can continuously contribute to this improvement. In practice, the organization may develop a transparent and fair performance appraisal system which can be used for any performance appraisal. Moreover, the use of a ‘Management by Objectives’ approach can facilitate performance appraisal satisfaction in terms of justice. Fair or unfair procedures are perceived as indicators of the degree to which the organization values employee’s contribution and cares about their well-being. PA satisfaction in terms of justice, therefore, leads in turn to higher emotional attachment to the organization and the wish to remain a member of the organization (Biswas, et al., 2013). In addition, stimulating an affective committed workforce, means reducing the number of continuance committed employees. Employees who are only continuance committed feel bored and are often dissatisfied with their job. Since we obtained support that PA satisfaction in terms of justice has a negative relationship with continuance commitment, it shows again that it pays off to pay attention to the performance appraisal.

(27)

27

workforce, may invest in high-quality relationships between supervisors and subordinates. Moreover, high-LMX relationships provides several other benefits to organizations. Since LMX is also positively correlated with turnover (Ferris, 1985), performance (Wayne, et al., 1997), and support for innovation (Scott & Bruce, 1994), it is valuable for organizations to develop programs in order to attain high quality leader-member exchange relationships. For instance, group building activities like employee of the month and division of the year, can help build high-quality relationships within the organization. Furthermore, building a corporate culture in which open two-way communication is common at all levels in the organization, will help establish high-quality relationships (Truckenbrodt, 2000). Development and maintenance of high-LMX relationships will benefit both the supervisor and subordinate, but it goes further. The organization as a whole will benefit in order to achieve organizational growth and success.

5.4. Strengths, weaknesses, limitations, and future research

Strengths in this research include the fact that all measures showed high Cronbach’s alpha’s which is a sign for high reliability and validity. It shows internal validity, since the results are valid for our sample.

On the other side, the contributions of this research should be viewed in light of several limitations. The first weakness might be the use of only cross-sectional data, since this prevented for observations of the data and testing causal relationships. The use of a semi-structured interview gives the opportunity for responses to open-ended questions. Patton (2002) argued that open ended responses permit one to understand the world as seen by respondents, without predetermining those points of view through prior selection of questionnaire categories (p.21). Therefore, the use of open-ended questions could have provided opportunities for respondents to articulate their perceptions of performance appraisal satisfaction and organizational justice. Openly expressing one’s views would give a better understanding of thought and feelings of respondents with regard to their performance appraisal. Hence, future research could conduct both quantitative and qualitative research methods in the study, including open-ended interviews.

(28)

28

commitment. Accordingly, experimental studies may be necessary to examine causality on the relationships examined in the present thesis. For instance, future research may compare the PA satisfaction of two groups and their impact on employee outcomes. One group may assigned a performance appraisal without procedural justice and the other group may assigned a performance appraisal including procedural justice.

In addition, regarding to LMX and employee commitment the possibility of response bias in some of the analysis cannot be ruled out, because the use of self-reported questionnaires can lead to social desirable answers to sensitive questions (Jehn, Northcraft & Neale, 1999). Moreover, since we used online questionnaires and there was no possibility to ask questions about the survey, the obtained data is dependent on how well the respondents have understood the data. Next to this, the use of Likert scales can lead to central tendency bias meaning that respondents have the tendency to avoid extreme ratings and are more likely to give average ratings. In addition, the reliance on self-reported questionnaire data causes concern about possible mono-method bias (results can be misleading when measuring all variables by using the same method and data source) and percept-percept inflated measures (Crampton & Wagner, 1994). This latter means that due to self-reported data, variance (inflation) can occur in the correlation between two variables. However, performance appraisal research suggests that performance measures conducted by supervisors are not necessarily less biased than self-report measures (Levy & Williams, 2004).

Another potential weakness is that this research examined PA satisfaction in terms of justice across a large number of totally different organizations, making it impossible to control for the actual content of the appraisal systems used in the organizations. For instance, for some jobs performance is difficult to quantify and must be evaluated using judgment. In addition, some small organizations may lack a formal performance appraisal procedure which makes it more difficult to compare organizations.

(29)

29

(30)

30

6. LITERATURE

Abdulkadir, D.S., Adedoyin, S.I., Isiaka, S.B. (2012). Effects of strategic performance appraisal, career planning and employee participation on organizational commitment: an empirical study. Retrieved March 11, 2013 from www.ccsenet.org/ibr.

Adams, J.S. (1965). Inequity in social exchange. In L. Berkowitz (Ed.), Advances in

experimental social psychology, 2, 267-299.

Agarwal, U.A., Datta, S., Blake-Beard, S., Barghava, S. (2012). Linking LMX, innovative work behaviour, and turnover intention. The mediating role of work engagement.

Career development international, 17, 208-230.

Ariani, D.W. (2012). Leader-member exchanges as a mediator of the effect of employee satisfaction on affective organizational commitment: an empirical study. International

Journal of Management, 29, 46-50.

Allan, N.J., Meyer, J.P. (1990). The measurement and antecedents of affective, continuance, and normative commitment to the organization. Journal of Occupational Psychology,

63,1-18.

Bhal, K.T.; Gulati, N.; and Ansari, M.S. (2009). Leader-Member Exchange and

Subordinate Outcomes: Test of A Mediation Model. Leadership & Organizational

Development Journal, 30: 106-125

Bies, R.J. (2005). Are Procedural Justice and Interactional Justice Conceptually Distinct? In

Handbook of organizational justice, eds. J. Greenberg and J.A. Colquitt, Mahwah,

NJ: Lawrence Erlbaum,85 – 112.

Biswas, S., Varma, A., Ramaswami, A. (2013). Linking distributive and procedural justice to employee engagement through social exchange: a field study in India. The

International Journal of Human Resource Management, (24) 8, 1570-1587.

Bowen, D.E., and Osrtoff, C. (2004). Understanding HRM-Firm Performance Linkagesw: The Role of the ‘Strength’ of the HRM System. Academy of Management Review, 29, 203– 221.

Brimeyer, T.M., Perrucci, R., MacDermid, S. (2010). Age, tenure, resources for control, and organizational commitment. Social Science, Quarterly.

Brockner, J. (2002). Making Sense of Procedural Fairness: How High Procedural Fairness can Reduce or Heighten the Influence of Outcome Favorability. Academy of

(31)

31

Brown, S. P., & Peterson, R. A. (1993). Antecedents and consequences of salesperson job satisfaction: Meta-Analysis and assessment of causal effects. Journal of Marketing

Research, 30, 63-77.

Cohen, J., & Cohen, P. (1983). Applied multiple regression/correlation analysis for the behavior sciences (2nd ed.). Hillsdale, NJ: Lawrence Erlbaum Associates.

Colquitt, J.A., Chertkoff, J.M. (2002). Explaining Injustice: The Interactive Effects of Explanation and Outcome on Fairness Perceptions and Task Motivation. Journal of

Management, 28, 591– 610

Crampton, S.M., Wagner, J.A. (1994) ‘Percept-Percept Inflation in Micro-organizational Research: An Investigation of Prevalence and Effect’. Journal of Applied

Psychology,79: 67–76.

Cropanzano, R., and Ambrose, M.L. (2001), “Procedural and Distributive Justice are More Similar than You Think: A Monistic Perspective and a Research Agenda,” in

Advances in Organizational Justice, eds. J. Greenberg and R. Cropanzano, Stanford,

CA: Stanford University Press, 119–151.

Cropanzano, R., Folger, R. (1991). Procedural justice and worker motivation. In Steers, R. M. and Porter, L. W. (eds.), Motivation and Work Behavior, 131–143.

Dansereau, F., G. Graen, and W. J. Haga. (1975). A Vertical Dyad Linkage Approach to Leadership within Formal Organizations: A Longitudinal Investigation of the Role Making Process. Organizational Behavior and Human Performance, 13, 46-78. De Cremer, D. (2005). Procedural and distributive justice effects moderated by

organisational identification. Journal of Managerial Psychology, 20,(1), 4-13.

Dipboye, R.L., dePontBriand, R. (1981). Correlates to employee reactions on performance appraisals and appraisal systems, Journal of Applied Psychology, 66, 248-251.

Dobbins, G.H., Cardy, R.L., Platz-Vieno, S.J. (1990). A contingency approach to appraisal satisfaction: an initial investigation of the joint effects of organizational variables and appraisal characteristics. Journal of Management, 16, 619-629.

Duarte, N.T., Goodson, J.R., Klich, N.R. (1994). Effects of dyadic quality and duration on performance appraisal. Academy of Management Journal, 37,(3),499-521.

(32)

32

Elicker, J.D., Levy, P.E., Hall, R. J. (2006). The role of leader-member exchange in the performance appraisal process. Journal of Management, 32, 534.

Fairhurst, G. T. (1993). The leader-member exchange patterns of women leaders in industry: A discourse analysis. Communication Monographs, 60: 321-351.

Ferris, G. R. (1985). Role of leadership in the employee withdrawal process: A constructive replication. Journal of Applied Psychology, 70, 777–781.

Folger, R. G, & Greenberg, J. (1985). Procedural justice: An interpretive analysis of personnel systems. Research in Personnel and Human Resources Management, 3, 141-183. Greenberg, J. (1987). A taxonomy of organizational justice theories. Academy of

Management Review, 12, 9-22.

Graen, G.B. & Uhl-Bien, M. 1995. Relationship-Based Approach to Leadership: Development of Leader-Member Exchange (LMX) Theory of Leadership over 25 Years: Applying a Multi-Level Multi-Domain Perspective. Leadership Quarterly,

6(2), 219-247.

Graen, G, & Cashman, J (1975) A role-making model of leadership in formal organizations: A development approach. In J. G. Hunt & L.L Lawson (Eds), Leadership frontiers Kent, OH Kent State University Press.

Jehn, K. E., Northcraft, G. B., & Neale, M. A. (1999). Why differences make a difference: A field research of diversity, conflict, and performance in workgroups. Administrative

Science Quarterly, 44: 741–763.

Hornibrook, S., Fearne, A. & Lazzarin, M. (2009). Exploring the association between fairness and organisational outcomes in supply chain relationships. International

Journal of Retail and Distribution Management, 37, 790-803.

Kacmar, K. M., Witt, L. A., Zivnuska, S., & Gully, S. M. (2003). The interactive effect of leader-member exchange and communication frequency on performance ratings.

Journal of Applied Psychology, 88: 764-772.

Kaneshiro, P. (2008). Analyzing the organizational justice, trust, and commitment relationship in a public organization. Humanities and Social Science, 69, 283.

Kim, S.E., Rubianty, D. (2011). Perceived fairness of performance appraisal in the federal government: does it matter? Review of Public Personnel Administration, 31,(4),329-348.

Kondrasuk, J.N. et al. (2002). An Elusive Panacea: The Ideal Performance Appraisal.

(33)

33

Kuvaas, B. (2006). Performance Appraisal Satisfaction and Employee Outcomes: mediating and moderating roles of work motivation. International Journal of Human Resource

Management, 17,504-523.

Lambert, E.G., Cluse-Tolar, T., Pasupuleti, S., Hall, D.E., Jenkins, M. (2005). The Impact of Distributive and Procedural Justice on Social Service Workers. Social Justice

Research, 18, (4), 411-418.

Landy, F.J., Barnes, J.L. & Murphy, K.R. (1978). Correlated of perceived fairness and accuracy of performance evaluation. Journal of Applied Psychology, 63, 751-754. Lee, C.H., Bruvold, N.T. (2003). Creating value for employees: investment in employee

development. International Journal of Human Resources Management, 14, 981-1000.

Lee, H.J., Peccei, R. (2007). Organizational-level gender dissimilarity and employee commitment. British Journal of Industrial Relations, 45, 687-689.

Lee, H.R., Murrmann, S.K., Murrmann, K.F., Kim, K. (2013). Organizational Justice as a Mediator of the relationships between Leader-Member Exchange and Employees’ Turnover Interntions. Journal of Hospitality Marketing and Management, 19, 97-114.

Levy, P.E. and Williams, J.R. (2004) ‘The Social Context of Performance Appraisal: A Review and Framework for the Future’, Journal of Management, 30: 881–905.

Liden, R., & Graen, G (1980). Generahzabiuty of the vertical dyad linkage model of leadership. Academy of Management Journal, 23, 451-465.

Liden, R. & Maslyn, J.M. (1998). Multidimensionality of Leader-Member Exchange: An Empirical Assessment through Scale Development, Journal of Management,24,

(1),43-70.

Lin, CP., Ma, H.C. (2004). Effects of leader-member exchange, job satisfaction, and organizational commitment on diagnosing employee job performance using career stage as moderator. Asia Pacific Management Review, 9,(1), 79-89.

Mahal, P.K. (2012). HR practices as determinants of organizational commitment and employee retention. Journal of Management research, 11, 37-53.

Masterson, S.S. Lewis, K., Goldman, B.M., & Taylor M.S.(2000). Integrating justice and social exchange: The differing effects of fair procedures and treatment on work relationships. Academy of Management Journal, 43, 738-748.

(34)

34

Meyer, J.P., Allen, N.J., Smith, C.A. (1993). Commitment to organizations and occupations: extension and test of a three-component conceptualization. Journal of Applied

Psychology, 78 538-551.

Moorman, R.H., Blakely, G.L., Niehoff, B.P. (1998). Does Perceived Organizational Support Mediate the Relationship Between Procedural Justice and Organizational Citizenship Behavior? Academy of Management Journal, 41, 351–

357

Murphy, K.R., Cleveland, J.N. (1995) Understanding performance appraisal: social, organizational, and goal-based perspectives. Thousand Oaks, CA: Sage.

Murtaza, G., Shad, I., Shazad, K., Shah, M.K., Khan, M.A. (2011). Impact of Distributive and Procedural Justice on Employees’ Commitment: A Case of Public Sector Organization of Pakistan. European Journal of Economics, Finance and Administrative Sciences,

29:73-80.

Narcisse, S., Harcourt, M. (2008). Employee fairness perceptions of performance appraisal: a Saint Lucian Case Study. The International Journal of Human Resource

Management, 19, 1153.

Parrill, S. (1999). Revisiting Rating Format Research: Computer-Based Rating Formats and Components of Accuracy. Unpublished manuscript. Virginia Polytechnic and State

Institute, Blacksburg, VA.

Pichler, S. (2012). The social context of performance appraisal and appraisal reactions: a meta-analysis. The International Journal of Human Resource Management, 51, 709- 732.

Porter L W, Crampon W J and Smith F W (1976). Organizational Commitment

and Managerial Turnover: A Longitudinal Study, Organizational Behavior and

Human Performance, 15, 87-98.

Porter L W, Steers R M, Mowday R T and Boulian P V (1974). Organizational

Commitment, Job Satisfaction, and Turnover Among Psychiatric Technician, Journal

of Applied Psychology, 59,603-609.

Randall, D.M., O’Driscoll, M.P. ( 1997). Affective versus calculative commitment: Human Resource Implications. Journal of Social Psychology, 137, 606-617.

Reinke, S. J. (2003). Does the form really matter? Leadership, trust, and acceptance of

(35)

35

Roberson, Q.M., Stewart, M.M. (2006). Understanding the motivational effects of procedural and informational justice in feedback processes. British Journal of Psychology, 97, 281-298.

Salleh, M., Amin, A., Muda, S., Halim, M. (2012). Fairness of performance appraisal and

organizational commitment. Retrieved April 28, 2013 from

http://dx.doi.org/10.5539/ass.v9n2p121

Sarin, S., & Colarelli O‟Connor, G. 2009. First among Equals: The Effect of Team Leader Characteristics on the Internal Dynamics of Cross-Functional Product Development Teams. Product Innovation Management, 26: 188-205.

Scott, S. G., & Bruce, R. A. (1994). Determinants of innovative behavior: A path model of individual innovation in the workplace. Academy of Management Journal, 37, 580– 607.

Selvarajan, T.T., Cloninger, P.A. (2011). Can performance appraisals motivate employees to improve performance? A Mexican study. The International Journal of Human

Resource Management, 23, 3061-3084.

Settoon, R.P., Bennett, N., and Liden, R.C. (1996). Social Exchange in Organizations: Perceived Organizational Support, Leader-Member Exchange, and Employee Reciprocity. Journal of Applied Psychology, 81, 219– 227.

Sheik, M.M., Anisa, H. (2012). Relationship between organizational commitment and organizational citizenship behavior. Journal of organizational behavior, 11, 8-9. Sheppard, B.H., Lewicki, R.J. & Minton, J.W. (1992). Organisational justice. New York:

Lexington Books.

Suliman, A, Al Kathairi, M. (2013). Organizational justice, commitment, and performance in developing countries. Retrieved April, 26, 2013 from Www.emeraldinsight.com/0142-5455.htm, 35, 38-115.

Tang, T.L., Sarsfield-Baldewin, L.J. (1996). Distributive and procedural justice as related to satisfaction and commitment. Retrieved March 4, 2013, from http://www.eric.ed.gov.proxyub.rug.nl/contentdelivery/servlet/ERICServlet?accn o=E D396117.

Tansky, W.J., Cohen, D.J. (2002). The Relationship Between Organizational Support, Employee Development, and Organizational Commitment: An Empirical Study.

Human Resource Development Quarterly, 12,(3), 285-291.

Referenties

GERELATEERDE DOCUMENTEN

From the different tests performed with simulated sinusoidal interferences and real acoustic feedbacks, it was demonstrated that the developed algorithm is able to detect quick

Ten derde worden scholen steeds strenger afgerekend op de Cito taal- en rekenscores van hun leerlingen, waardoor kinderen volgens vaste methodes wel leren spellen en staartdelen,

IPFIX is a flow export protocol, based on the principles of NetFlow v9. Its ar- chitecture is defined in [15]. According to the standard, an IPFIX Device hosts at least one

Marginalization could easily be seen from a number of Heathens I corresponded with, as Blake, a young Western European male noted, &#34;People involved in seidr are of a

When measuring a sample the number of steps in the AHE signal is much larger than the total number of dots in the centre of the cross, which might be caused by the dots

De v raag die als eerste beantw oord moet w orden is: hebben uw verzekerden in beginsel aanspraak op kostenvergoeding van een niertransplantatie die in het buitenland

Aangezien LCDD geen enkelvoudig ziektebeeld is maar een gevolg van een reeks niet altijd goed gedefinieerde aandoening van plasmacellen, kan de vraag of de toepassing van

However, respondents indicated that the performance appraisal system at FHCN could improve its strategic congruence, also FHCN should improve two variables of the