This research was funded by grants received from the Faculty of Economics and Commerce, University of Melbourne. We would like to thank management of PSR and the officials of the Community and Public Sector Union for their ongoing support of the project. We would also like to thank PSR staff for their willingness to participate in the research.
Understanding performance appraisal fairness
Version of Record online: 10 JAN 2012
2007 Australian Human Resources Institute (AHRI)
Asia Pacific Journal of Human Resources
Volume 45, Issue 2, pages 132–150, August 2007
How to Cite
Kavanagh, P., Benson, J. and Brown, M. (2007), Understanding performance appraisal fairness. Asia Pacific Journal of Human Resources, 45: 132–150. doi: 10.1177/1038411107079108
- Issue online: 10 JAN 2012
- Version of Record online: 10 JAN 2012
- employee reactions;
- performance appraisal
Employee reactions to the performance appraisal (PA) process have been identified as a potentially important influence on employee acceptance of the performance appraisal process. One such reaction is the perceived fairness of the performance appraisal experience. Previous studies have tended to focus on single aspects of the PA process that impact on PA fairness. In this paper, we combine findings from previous research on PA fairness into a single model and then investigate their impact using data from 2377 public sector employees. We find that participation in PA, attitudes towards the supervisor, and knowledge of the performance appraisal process are all positively and significantly associated with employee perceptions of performance appraisal fairness.