International Journal of Applied Management and Technology


Some employees perceive that supervisors do not accurately reflect employees’ performance or effectively differentiate among employees’ performances during performance appraisals (PAs). Other employees believe the performance feedback they receive is not valuable for supporting their career development (CD). Leader–member exchange (LMX) and the distributive and interactional justice dimensions of organizational justice theories comprised the theoretical frameworks in this study for examining the significance of the relationships among LMX and employee–supervisor relationships (ESRs) and those relationships’ potential influence on employees’ CD through the PA process. Participants consisted of 44 defense contractor employees in the United States. Results from partial least squares analysis for the structural equation model indicated significant (p < .01) positive relationships between LMX, ESR, PA, and CD. Furthermore, the results indicated that a positive relationship between LMX and ESR can influence employees’ CD through the mediating effect of employees’ perceptions of their PAs. The implications for positive social change include the potential to improve communications between employees and supervisors for benefiting employees’ CD for improving employees’ families’ quality of life and employees’ contributions to their communities