Date of Conferral

2019

Degree

Ph.D.

School

Management

Advisor

Jean Gordon

Abstract

Business and management researchers have shown that performance appraisals have continued to remain a standard component of the human resource management (HRM) function and play an integral role in contributing to employee performance and job satisfaction levels. 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. Qualitative data were collected in this multiple case study using face-to-face interviews of 20 participants. Data were organized, coded, and analyzed for emergent themes and patterns that aligned with the research questions. 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.

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