Perceived unfairness in appraisal: Engagement and sustainable organizational performance

Hdl Handle:
http://hdl.handle.net/10034/326034
Title:
Perceived unfairness in appraisal: Engagement and sustainable organizational performance
Authors:
Rowland, Caroline A.; Hall, Roger D.
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.
Affiliation:
University of Chester ; Hall Consultancy, Manchester
Citation:
EuroMed Journal of Business, 2013, 8(3), pp. 195-208
Publisher:
EuroMed Journal of Business
Journal:
EuroMed Journal of Business
Publication Date:
2013
URI:
http://hdl.handle.net/10034/326034
DOI:
10.1108/EMJB-06-2013-0034
Additional Links:
http://www.emeraldgrouppublishing.com/products/journals/journals.htm?id=emjb
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
ISSN:
1450-2194
Appears in Collections:
Chester Business School

Full metadata record

DC FieldValue Language
dc.contributor.authorRowland, Caroline A.en
dc.contributor.authorHall, Roger D.en
dc.date.accessioned2014-09-11T08:30:12Z-
dc.date.available2014-09-11T08:30:12Z-
dc.date.issued2013-
dc.identifier.citationEuroMed Journal of Business, 2013, 8(3), pp. 195-208en
dc.identifier.issn1450-2194-
dc.identifier.doi10.1108/EMJB-06-2013-0034-
dc.identifier.urihttp://hdl.handle.net/10034/326034-
dc.descriptionThis 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-06-2013-0034en
dc.description.abstractPurpose – 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.en
dc.language.isoenen
dc.publisherEuroMed Journal of Businessen
dc.relation.urlhttp://www.emeraldgrouppublishing.com/products/journals/journals.htm?id=emjben
dc.rightsArchived with thanks to EuroMed Journal of Businessen
dc.subjectperformanceen
dc.subjectcompetitive advantageen
dc.subjectappraisalen
dc.subjectfairnessen
dc.subjectorganizational justiceen
dc.subjectsustainable HR strategyen
dc.titlePerceived unfairness in appraisal: Engagement and sustainable organizational performanceen
dc.typeArticleen
dc.contributor.departmentUniversity of Chester ; Hall Consultancy, Manchesteren
dc.identifier.journalEuroMed Journal of Businessen
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