The management dissertation below has been submitted to us by a student in order to help you with your studies. Print reference this reddit this procedural justice and interactional justice: assessing employees' perception of fairness of performance appraisal an empirical study of a small manufacturing company. This research identifies procedural justice and interactional justice influences on perceived fairness of performance appraisal at a small private manufacturing company located in newcastle, uk. Distributive justice refers to the perceived fairness of procedures used to determine the appraisal ratings. Interactional justice refers to the perceived fairness of the rater's interpersonal treatment of the ratee during the appraisal process. A qualitative and quantitative case study method was used to obtain an understanding of employee perceptions of the fairness of their performance appraisal. Data from both interviews with nine employees was collected along with questionnaires completed by these participants.

The researcher will assess the relationship between perceived fairness of justice among employees of the performance appraisal system. The aim of this research is to prove through this study that level of employees' satisfaction with the appraisal system is influenced by the employees' perceived fairness of procedural and interactional justice of the performance appraisal session. Performance appraisal is a process designed to evaluate, manage and ultimately improve employee performance. It should allow the employer and employee to openly discuss the expectations of the organisation and the achievements of the employee. That is, the primary emphasis is on future development of the employee within the objectives of the organisation.

However, more often than not this process is designed around the following elements: setting performance goals and objectives measurement of performance against those goals and objectives feedback of results amendments to goals and objectives. Performance appraisal systems can provide organisations with valuable information to assist in the developments of organisational strategies and planning. The information gained from this process can assist: in identifying and developing future management potential in increasing performance and overall productivity it works towards identifying strengths and managing weaknesses in providing clarity to employees about an organisation's expectations regarding performance levels in providing an opportunity to audit and evaluate current human resources and identify areas for future development.

Managers may conduct appraisals primarily to affect employee input through the feedback process, or justify some sort of human resource action termination, transfer, promotion etc. Jawroski and kohli 1991 identify other benefits that can be obtained from performance appraisals. Among these benefits are increase in role clarity, performance, and job satisfaction.

Given the positive returns obtained from performance appraisals, one could reasonably expect that organisations would devote considerable resource to the appraisal process. Correspondingly, it may be anticipated that managers try to make certain that the dimensions of the appraisal process are known, understood, and supported by the participants. There's probably no management process that has been the subject of more research than the performance appraisal. At the best managed companies, the performance appraisal is no joke it is a serious business that powers the success of the organization. Montague, 2007 it has been suggested that to enhance satisfaction, managers should consider expanding the evaluation criteria to include those criteria which are important to the employee, perhaps creating a participatory performance appraisal system. Thomas and bertz 1994 in fact, employee input into the process has been described as having an impact on the perceived fairness of the evaluation latham at el.

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It has been stated that the opinions of employees, as they pertain to the appraisal system, may be greater determinant of the system's effectiveness than the validity or reliability of the system itself wanguri 1995. As stated by thomas and bretz 1994 without a sense of ownership, both managers and employees may view the process with fear and loathing. Thus, they contend that a major concern in the evaluation process is an acceptance of the system by those employees being evaluated. To this end, if employees believe they are evaluated based upon inappropriate criteria, it would follow that their commitment to and satisfaction with the organisation supporting this particular evaluation system would be correspondingly reduced.

Levy amp williams 2002 argue that identifying, measuring, and defining the organizational context in which appraisal takes place is integral to truly understanding and developing effective performance appraisals. Further, it is believed that this has been the framework driving the performance appraisal research since about the 1990 and into the beginning of the 21st century. Whether it is discussed as the social psychological process of performance appraisal murphy amp cleveland, 1991 , the social context of performance appraisal ferris, judge, rowland, amp fitzgibbons, 1994 the social milieu of performance appraisal ilgen at al. It has been suggested elsewhere that research over the last 10 years has moved noticeable away from a limited psychometric scope and toward an emphasis on variables that compose the social context fletcher, 2001.

Levy amp williams 2002 definition of distal variables is generally consistent with murphy and amp cleveland 1995. Specifically, distal variables are broadly construed as contextual factors that affect many human resource systems, including performance appraisal. In other words, distal variables are not necessarily related to performance appraisal, but they may have unique effects on the performance appraisal process that are useful to understand and consider.

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Distal factors include but are not limited to organisational climate and culture, organisational goals, human resource strategies, external factors, technological advances, and workforce composition. Levy amp williams 2002 believe these factors have an effect on rater and rate behaviour, although not directly. For instance, an organisation that espouses a continuous learning culture may structure and implement a very different type of performance appraisal system than an organisation without such a culture. A review of the performance appraisal literature over the last 7 10 years reveals little systematic empirical work on the distal variables other than some studies on culture, climate and technology issues see, e.g.