Performance appraisal satisfaction and employee outcomes: mediating and moderating roles of work motivation

Kuvaas, Bård

doi:10.1080/09585190500521581

Cited by 344 publications

(340 citation statements)

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“…From this result it can be deduced that the employee turnover intentions are significantly and negatively correlated to perception of PA satisfaction, as the Pearson correlation is significant. The PA satisfaction and employee turnover intention correlation results are consistent with previous studies (Babakus, et al 1996;Kuvaas 2006).…”

Section: Insert Table 4 Here -------------------------supporting

confidence: 92%

“…Alternately, this helps in lowering down the turnover levels (Babin & Boles 1996;Babakus, Cravens, Johnston & Moncrief 1996;Brown & Peterson 1994). Bard Kuvaas (2006), observed positive findings regarding turnover intention with PA satisfaction, that those employees who are satisfied with how PA is conducted have lower turnover intentions.…”

Section: Review Of Literaturementioning

confidence: 99%

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Performance Appraisals Impact on Attitudinal Outcomes and Organisational Performance

Ahmed¹,

Hussain²,

Ahmed³

et al. 2010

IJBM

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Performance appraisal is a widely recognized process, yet in Pakistan efforts to study and examine its effect on attitudinal outcomes and firm performance are scarce. The present study addresses this research gap. Researchers explored the relationship between PA satisfaction, job satisfaction and turnover intentions in semi-governmental organizations in Pakistan. Using responses collected from 123 respondents, we find statistically significant relationships between studied variables. The results have significant policy implications for improving the process of performance appraisal in semi-governmental organizations in Pakistan as well as other developing countries. Further the study enriches the body of knowledge on performance appraisal and its impact on organizational performance in developing countries.

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Section: Insert Table 4 Here -------------------------supporting

confidence: 92%

Section: Review Of Literaturementioning

confidence: 99%

Performance Appraisals Impact on Attitudinal Outcomes and Organisational Performance

Ahmed¹,

Hussain²,

Ahmed³

et al. 2010

IJBM

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show abstract

“…Accordingly, employees with lower levels of intrinsic motivation may need higher levels of structure, assistance by supervisors, and external regulation in order to perform well (e.g. Kuvaas, 2006). Taken together, our results suggest that the relationship between job autonomy and work performance may be more complex than suggested by contemporary motivational models, and that there are alternatives to the mediational model of the relationship between job autonomy and employee outcomes (e.g.…”

Section: Discussionmentioning

confidence: 56%

Intrinsic motivation as a moderator on the relationship between perceived job autonomy and work performance

Dysvik

Kuvaas

2011

European Journal of Work and Organizational Psychology

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135

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The purpose of this study was to explore an alternative relationship between job autonomy and employee outcomes. In contrast to the dominating view that perceived job autonomy leads to increased levels of intrinsic motivation and in turn work performance, we developed a hypothesis proposing that intrinsic motivation moderates the relationship between perceived job autonomy and work performance. Two cross-sectional surveys among 302 employees from different Norwegian service organizations showed that the relationship between perceived job autonomy and both self-reported and line-manager rated work quality was moderated by intrinsic motivation. The form of the moderation revealed a positive relationship only for employees high in intrinsic motivation in both studies. Implications for practice and directions for future research are discussed.

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“…Other contextual factors include, for instance, employees' satisfaction with the PA process as a whole, the performance appraisal feedback, or employees' evaluations of the perceived quality, justice, and fairness of the performance appraisal regime (Greenberg, 1986;Nathan et al 1991;Blau, 1999;Pettijohn et al, 2001;Jawahar, 2006;Kuvaas, 2006;Lau et al, 2008;Sommer & Kulkarni, 2012: Gupta & Kumar, 2013. Furthermore, employee participation in the PA process is positively related to the satisfaction with the PA system, perceived fairness, and acceptance of such a practice (Cawley et al, 1998).…”

Section: Theory Performance Appraisals and Job Satisfactionmentioning

confidence: 99%

“…Furthermore, it is important to note that existing research is mainly based on cross-sectional data sets with a small number of observations, which reveals major identification problems "making it impossible to draw inferences of causality or rule out the possibility of reverse causality." (Kuvaas 2006). Based on these considerations we formulate the following hypothesis: (Costa & McCrae, 1995), a well-established taxonomy that has been validated in a series of psychological studies (see, for instance, Barrick & Mount, 1991).…”

Section: Theory Performance Appraisals and Job Satisfactionmentioning

confidence: 99%

Performance appraisals and job satisfaction

Kampkötter

2016

The International Journal of Human Resource Management

109

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Standard-Nutzungsbedingungen:Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch gespeichert und kopiert werden.Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich machen, vertreiben oder anderweitig nutzen.Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, gelten abweichend von diesen Nutzungsbedingungen die in der dort genannten Lizenz gewährten Nutzungsrechte. Terms of use: Documents in SOEPpapers on Multidisciplinary Panel Data Research at DIW BerlinThis series presents research findings based either directly on data from the German SocioEconomic Panel Study (SOEP) or using SOEP data as part of an internationally comparable data set (e.g. CNEF, ECHP, LIS, LWS, CHER/PACO). SOEP is a truly multidisciplinary household panel study covering a wide range of social and behavioral sciences: economics, sociology, psychology, survey methodology, econometrics and applied statistics, educational science, political science, public health, behavioral genetics, demography, geography, and sport science.The decision to publish a submission in SOEPpapers is made by a board of editors chosen by the DIW Berlin to represent the wide range of disciplines covered by SOEP. There is no external referee process and papers are either accepted or rejected without revision. Papers appear in this series as works in progress and may also appear elsewhere. They often represent preliminary studies and are circulated to encourage discussion. Citation of such a paper should account for its provisional character. A revised version may be requested from the author directly.Any opinions expressed in this series are those of the author(s) and not those of DIW Berlin.Research disseminated by DIW Berlin may include views on public policy issues, but the institute itself takes no institutional policy positions. Abstract Formal performance appraisals (PA) are one of the most important human resource management practices in companies. In this paper, we focus on the reaction of employees to these performance assessments. In particular, we investigate the effect between the incidence of being formally evaluated by a supervisor and job and income satisfaction. Building on a representative, longitudinal sample of more than 12,000 individuals from the German Socio-Economic Panel Study (SOEP), we apply fixed effects regressions and find a significantly positive effect of PA on job satisfaction, which is driven by appraisals that are linked to monetary outcomes. Furthermore, the moderating effects of personality traits (Big Five, locus of control) on the relationship between PA and job satisfaction are explored. We find a negative interaction term between PA without any monetary consequences and both employees scoring high on openness to experience and internal locus of control. This suggests that for these employees appraisals, which induce performance moni...

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Performance appraisal satisfaction and employee outcomes: mediating and moderating roles of work motivation

Cited by 344 publications

References 61 publications

Performance Appraisals Impact on Attitudinal Outcomes and Organisational Performance

Performance Appraisals Impact on Attitudinal Outcomes and Organisational Performance

Intrinsic motivation as a moderator on the relationship between perceived job autonomy and work performance

Performance appraisals and job satisfaction

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