Purpose-The purpose of this paper is to examine the role of low quality performance appraisals (PA) on three human resource management outcomes (job satisfaction, organisational commitment and intention to quit). Design/methodology/approach-Using data from 2,336 public sector employees clusters of PA experiences (low, mixed and high) were identified. Regression analysis was then employed to examine the relationship between low quality PA experiences and job satisfaction, organisational commitment and intention to quit. Findings-Employees with low quality PA experiences (relative to those with mixed and high quality PA experiences) were more likely to be dissatisfied with their job, be less committed to the organisation and more likely to be contemplating leaving the organisation. Research limitations/implications-The data were collected in a large public sector research organisation where the results of the appraisal were linked to pay increments. Further research is needed to determine the applicability of the results to private sector employees. Practical implications-The quality of the PA experience varies and a low quality experience results in lower job satisfaction and organisational commitment and higher quit intentions. The challenge for human resource (HR) practitioners is to decide whether the allocation of additional resources to ensure that all employees have a uniformly high quality PA experience is a worthwhile investment. Originality/value-Research has tended to focus on the relationship between a single feature of a PA process and HR outcomes. Organisations need to acknowledge the importance of the overall PA experience when evaluating its consequences for HRM outcomes.
Construction organizations need to not only monitor employees' safety performance, but also to assess their employees' psychological well-being. Promoting a positive safety climate together with developing training programs focusing on improving employees' psychological health - especially post-trauma psychological health - can improve the safety performance of an organization.
The authors use a unique longitudinal data set from Ontario, covering the years 1984-92, to estimate the determinants of strike incidence and duration. Unlike most empirical analyses of strikes, the data set for this study contains both small and large bargaining units. The authors find strong evidence that the likelihood of a future strike was lower among bargaining units that had struck before than among those that had not (the "teetotaler" effect); the longer a strike lasted, the greater was the probability of settling (positive duration dependence); and smaller bargaining units were less likely to strike than were larger bargaining units, but had longer strikes when they did strike.During the past several decades, a large literature studying the incidence and duration of strikes has evolved. The bulk of this literature has been concerned with estimating and testing economic models of strikes. However, behavioral models of industrial conflict that incorporate sociological, psychological, and political considerations surrounding negotiations have also appeared (for example, Godard 1992). Estimation of these models requires information about the bargaining units that is not available in most micro data studies of strike incidence or duration.
Most of the existing literature for Canada and the United States is primarily focused on the incidence and duration of strikes in large bargaining units-inthe United States, usually units with 1,000 or more workers; in Canada, usually units with 500 or more workers, but sometimes those with 200 or more workers. There is mounting evidence, however, that these large unit samples are unrepresentative of all strikes (Skeels, McGrath, and Arshanapalli 1988; Harrison and Stewart 1993). Not surprisingly, when small units are included in an empirical analysis, the estimates from strike incidence and duration models often show diverging patterns. For example, studies that include small strikes reveal some evidence of opposite incidence and duration effects for such factors as the business cycle and bargaining unit size (Gunderson and Melino 1990; Harrison and Stewart 1993).
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