Human Resource Management - Critical Analysis of a Current Hrm Issue - Employees' Perception of Fairness of Performance Appraisal Systems
Human resource management
Individual Minor Paper (Critical analysis of a current HRM issue)
Introduction
This thesis aims to identify how employees’ perceived justice (or fairness) of performance appraisals influence their effectiveness and usefulness for an organization’s performance management system by critically evaluating the existing knowledge of appraisal provided by researchers. It contains an analysis of similarities and differences in the points of view presented by researchers and an explanation of why these similarities and differences are influential. Next, it provides a discussion of HRM’s role in the management of this particular issue. This thesis also attempts to move beyond the narrow strictures in which performance appraisal is presently conceptualized, explores gaps in researches and wider issues relating to performance management, and provides important implications for other organizations.
Performance appraisal is a human resource management tool that evaluates the quality of a worker’s performance, and it has received much attention for more than seven decades. Employees’ perceived justice of performance appraisals has been identified as an important criterion in judging the effectiveness of their organization (Kavanagh, Benson, and Brown 2007).
Many researchers have begun undertaking studies on this issue from very early periods such as Jacobs, Kafry, and Zedeck in 1980. However, these researches may seem to be lacking of persuasion because they are old results with limited resources and deficient theoretical basis. This thesis explores the fairness issue of organizations’ performance appraisals based on a series of previous research findings which ranged from 2000 to 2010, but some of them are inevitably established on findings before this period. In addition, not all literatures are Australian studies.
Critical analysis of the literature under review
In recent years, performance appraisal has been transformed from
Individual Minor Paper (Critical analysis of a current HRM issue)
Introduction
This thesis aims to identify how employees’ perceived justice (or fairness) of performance appraisals influence their effectiveness and usefulness for an organization’s performance management system by critically evaluating the existing knowledge of appraisal provided by researchers. It contains an analysis of similarities and differences in the points of view presented by researchers and an explanation of why these similarities and differences are influential. Next, it provides a discussion of HRM’s role in the management of this particular issue. This thesis also attempts to move beyond the narrow strictures in which performance appraisal is presently conceptualized, explores gaps in researches and wider issues relating to performance management, and provides important implications for other organizations.
Performance appraisal is a human resource management tool that evaluates the quality of a worker’s performance, and it has received much attention for more than seven decades. Employees’ perceived justice of performance appraisals has been identified as an important criterion in judging the effectiveness of their organization (Kavanagh, Benson, and Brown 2007).
Many researchers have begun undertaking studies on this issue from very early periods such as Jacobs, Kafry, and Zedeck in 1980. However, these researches may seem to be lacking of persuasion because they are old results with limited resources and deficient theoretical basis. This thesis explores the fairness issue of organizations’ performance appraisals based on a series of previous research findings which ranged from 2000 to 2010, but some of them are inevitably established on findings before this period. In addition, not all literatures are Australian studies.
Critical analysis of the literature under review
In recent years, performance appraisal has been transformed from
References: list Erdogan, B., (2002) Fletcher, J., (2004). Appraisal system: friend or foe? Primary Health Care 14, 1, 20-21 Froydis, V., (2010) Hedge, J. W., and M. S. Teachout, (2000). Exploring the concept of acceptability as a criterion for evaluating performance measures. Group and Organization Management 25(1), 22-44. Kavanagh, P., Benson, J., & Brown, M. (2007). Understanding performance appraisal fairness. Asia Pacific Journal of Human Resources, 45(2), 132-150. Kuvaas, B., (2006) Lam, S., M. Yik, and J. Schaubroeck. (2002). Responses to formal performance appraisal feedback: The role of negative affectivity. Journal of Applied Psychology 87(1), 192-201. Nurse, L., (2005). Performance appraisal, employee development and organizational justice: exploring the linkages. The International Journal of Human Resource Management 16, 7, 1176-1194. Pettijohn, C., L. Pettijohn and M. d’Amico. (2001). Characteristics of performance appraisals and their impact on sales force satisfaction. Human Resource Development Quarterly 12(2), 127-145. Robert, J. T., & Jennifer, H. G., (2009). Identifying acceptable performance appraisal criteria: An international perspective. Asia Pacific Journal of Human Resources 47(1), 102-125.