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Perceived unfairness in appraisal: Engagement and sustainable organizational performance
Rowland, Caroline A. Hall, Roger D.
Rowland, Caroline A.
Hall, Roger D.
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EPub Date
Publication Date
2013-09-13
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Abstract
Purpose – The purpose of this paper is to explore the contribution of appraisal systems to sustainable organizational effectiveness. It argues that competitive advantage is increasingly reliant on discretionary effort. As the emphasis of appraisal has shifted from a developmental to a performance focus, perceived unfairness in both procedures and outcomes threatens to undermine commitment and, therefore, sustainable performance.
Design/methodology/approach – Drawing on a range of theoretical frameworks, current practices
and experiences are examined and future trends considered. Empirical research includes a ten-year study of practising managers and ethnography, questionnaires and interviews in two large organizations.
Findings – Appraisal frequently creates actual and perceived injustice in terms of both procedures and rewards. It also generates tensions between managing performance and encouraging engagement.
Research limitations/implications – This study indicates that further research in other sectors will
contribute to the development of greater understanding of sustainable strategic approaches to HRM.
Practical implications – Emphasis on performance in appraisal devalues developmental aspects and sometimes affects employee well-being. Separation of the two through mentorship schemes may help to address the paradox, whereby the performance management element of appraisal undermines rather than enhances organizational effectiveness.
Originality/value – The conventional wisdom of the appraisal culture is challenged. We argue it is
essential to expand the discourse between performance, justice and ethical value systems if sustainable competitive advantage and well-being are to be achieved.
Citation
EuroMed Journal of Business, 2013, 8(3), pp. 195-208
Publisher
EuroMed Journal of Business
Journal
EuroMed Journal of Business
Research Unit
DOI
10.1108/EMJB-06-2013-0034
PubMed ID
PubMed Central ID
Type
Article
Language
en
Description
This article is (c) Emerald Group Publishing and permission has been granted for this version to appear here (http://chesterrep.openrepository.com). Emerald does not grant permission for this article to be further copied/distributed or hosted elsewhere without the express permission from Emerald Group Publishing Limited. - See more at: http://www.emeraldgrouppublishing.com/authors/writing/author_rights.htm#sthash.tY84QLVR.dpuf DOI - 10.1108/EMJB-06-2013-0034
Series/Report no.
ISSN
1450-2194