Employees’ Fairness Perception towards Performance Appraisal System: Antecedents and Consequences

Research Hypothesis:
H1a: Employees’ perception of procedural justice is significantly related to system-referenced outcomes/evaluations.
H1b: Employees’ perception of distributive justice is significantly related to individual-referenced outcomes/personal evaluations.
H1c: Employees’ perceptions of Interpersonal and informational justices are significantly related to agent-referenced outcomes.
H2a: Employee’ trust in supervisor make a significant contribution to the prediction of informational justice perception.
H2b: Structural-distributive characteristics and organisational support make a significant contribution to the prediction of distributive justice perception.
H2c: Specific explanations make a significant contribution to the prediction of interpersonal justice perception.
H2d: Structural-process characteristics make a significant contribution to the prediction of procedural justice perception.
Description about Data:
On the basis of review of literature, a comprehensive structured questionnaire was designed to gather the responses on employees’ justice perception, its antecedents and subsequent impact on their attitudinal and behavioural reactions. A large number of constructs were developed to measure the employees’ justice perception, its antecedents and subsequent impact on employees’ work-related attitudes and behaviours. Unless otherwise noted, all items were scaled on four-point likert scale.
Independent variables: From conceptual model, as noted, the one part of the model guides the research to highlight the consequences of employees’ perceived fairness; and another part guides the research to identify the determinants of fairness perception.
Dependent variables: For the first part, there are twelve dependent variables in the following analysis: performance appraisal system satisfaction, satisfaction with rating, satisfaction with rater, pay satisfaction, job satisfaction, feedback satisfaction, work performance or motivation to improve the performance, organisation commitment, withdrawal behaviour, intention to quit, and organisational citizenship behaviour.
Control variables: Subjects’ demographic and organisational information including age, gender, education, salary, organisation level, length of employment and organisation’s sector were also solicited. Age and tenure were measured in number of years and subsequently classified in range. Gender and bank type were measured as dichotomous variables coded as 1 for female and 2 for male; 1 for public sector and 2 for private sector.

Notable Findings:
The findings provided support for both procedural justice and interactional justice as two-dimensional constructs. The findings highlight the importance of all the dimensions of justice that lies in its explanatory power to predict a multitude of employees’ reactions that are paramount for organisational efficiency and growth.

研究假设：

H1a：员工对程序正义的认知与系统参考的结果/评估之间存在显著相关性。
H1b：员工对分配正义的认知与个人参考的结果/个人评估之间存在显著相关性。
H1c：员工对人际和信息正义的认知与代理参考的结果之间存在显著相关性。
H2a：员工对主管的信任对预测信息正义认知有显著的贡献。
H2b：结构分配特征和组织支持对预测分配正义认知有显著的贡献。
H2c：具体的解释对预测人际正义认知有显著的贡献。
H2d：结构过程特征对预测程序正义认知有显著的贡献。

数据集描述：

在文献综述的基础上，设计了一套综合的结构化问卷，以收集员工对正义感知、其先导因素及其对员工态度和行为反应后续影响的反馈。为测量员工的正义感知、其先导因素及其对员工工作相关态度和行为的影响，开发了一系列大量结构。除非另有说明，所有条目均采用四点李克特量表进行评分。
自变量：从概念模型中可以看出，模型的一部分引导研究突出员工感知公平性的后果；另一部分则引导研究识别公平感知的决定因素。
因变量：在分析的第一部分中，存在十二个因变量，包括以下内容：绩效评估系统满意度、评分满意度、评分者满意度、薪酬满意度、工作满意度、反馈满意度、工作绩效或提高绩效的动机、组织承诺、退出行为、离职意向和组织公民行为。
控制变量：还包括受访者的人口统计和组织信息，包括年龄、性别、教育、薪酬、组织层级、在职年限和组织部门。年龄和任期以年为单位进行测量，并随后分类。性别和银行类型被视为二元变量，女性编码为1，男性编码为2；公共部门编码为1，私营部门编码为2。

显著发现：

研究结果支持程序正义和互动正义作为二维结构。研究结果突出了正义的所有维度的重要性，这些维度在其解释力方面对于预测对组织效率和增长至关重要的众多员工反应至关重要。