Continuous performance-based feedback and justice perceptions: Evidence for mediation by experienced participation
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RAVI aNSHUMAN V. IIMB Management ReviewSummary: One of the goals of most modern organisations is to ensure justice and fairness. Performance management (PM), a human resource (HR) system, supposedly contributes to how employees perceive procedural, distributive and interactional justice. However, the mechanism underlying performance feedback and the three types of justice perceptions remains unexplored. The author hypothesised and found that it is the experience of participation by employees (N = 220) of Indian software multinationals that mediates the relationship between continuous performance-based feedback and perceived justice. Implications of the findings and limitations of the study are discussed.
| Item type | Current library | Call number | Vol info | Status | Notes | Date due | Barcode | Item holds | |
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Journal Article
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Main Library | Vol 30, Issue 2/ 5559251JA2 (Browse shelf(Opens below)) | Available | 5559251JA2 | |||||
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Main Library On Display | JRNL/GEN/Vol 30, Issue 2/5559251 (Browse shelf(Opens below)) | Vol 30, Issue 2 (30/10/2017) | Not for loan | June, 2018 | 5559251 |
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One of the goals of most modern organisations is to ensure justice and fairness. Performance management (PM), a human resource (HR) system, supposedly contributes to how employees perceive procedural, distributive and interactional justice. However, the mechanism underlying performance feedback and the three types of justice perceptions remains unexplored. The author hypothesised and found that it is the experience of participation by employees (N = 220) of Indian software multinationals that mediates the relationship between continuous performance-based feedback and perceived justice. Implications of the findings and limitations of the study are discussed.
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