This qualitative case study explored employee perceptions of the fairness of the performance appraisal process and the role that those perceptions play in job satisfaction and job performance. The study explores the perspectives of employees in 3 roles: executive leaders, managers, and non-managers. Data collection consisted of interviewing employees in these roles as well as reviewing documentation on performance appraisal policies. The selected case organization was a non-profit in the human services industry. Results of the study were aligned to the research questions regarding (a) description of fairness, (b) description of fairness of the performance appraisal process within the organization, (c) role in job satisfaction, (d) role in job performance, and (e) employee recommendations. The results show 4 key findings. First, case organization utilized a traditional performance appraisal process but recommendations suggested that employees thought another model type would improve the fairness of the process. Second, participants responded that there were aspects of fairness of the performance appraisal process that were important to their job satisfaction—specifically, feedback, attainable goals, improvements from previous performance appraisals, evaluations based on the same criteria for all employees, appraisal tailored to the individual, and evaluation ratings. Third, participants responded that there were aspects fairness of the performance appraisal process that were important to their job performance—specifically, feedback, attainable goals, and evaluation ratings. Fourth, participants interviewed believed that the fairness of the performance appraisal process of the organization should be improved and the performance appraisal process should be expanded to include external customers.
|Subjects||Business administration; Management; Labor relations|
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