Recent researchers indicated that employees have continued to hold negative views about the degree of fairness and accuracy of appraisals, thus rendering the process a mere routine and periodic ritual detrimental to organizational efficiency and growth.
The purpose of this study was to add to what is a paucity of data on perceptions of fairness of employees and examine the employee perceptions of fairness in performance appraisals related to job satisfaction.
The conceptual framework for this study was rooted in organizational justice and motivational theory.
Research questions examined the perceptions of employees of performance appraisals on job satisfaction.
Research findings showed that employee perceptions of performance appraisals are critical and remain an invaluable component of the human resource function to benefit management executives and should include basic knowledge and employee input in the appraisal design and process.
Implications for possible positive social change may include enhanced insights, knowledge, and understanding of the perceptions of performance appraisals that may enhance management decisions through fair, just, and accurate employee appraisals that will positively translate to job satisfaction.
Results of the study revealed five significant themes: (a) essential descriptions of performance appraisal, (b) perceived rewards of performance appraisal, (c) differences and similarities of performance appraisal systems across different organizations, (d) perceived association of performance appraisal systems and work outcomes, and (e) recommended changes in performance appraisal systems.
Employees who have positive experiences with the system associate performance appraisal with something equally beneficial to employees’ improvement and the operational performance of the organization.
Future research is recommended and implications are shared to contribute to the scholarly and practical community.
[The dissertation citations contained here are published with the permission of Pro Quest LLC.