Performance appraisals and job satisfaction

Abstract

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...

Human Resource Management Practices and Employee Turnover Intentions Nexus: Does the Mediating Role of Job Satisfaction Matter?

“…On the other hand this can also mean that, HRM practices probably may have indirect influence on employee turnover intentions, while job satisfaction may directly impact employee turnover intentions. This seconds the results revealed by [33] [53] [56] who evidenced job satisfaction as mediator between specific HRM practices and turnover intentions.…”

“…Researchers found that job satisfaction plays an intermediary role between internal service quality and organizational performance; time stress and health outcomes and core self-evaluation and burnout [53]. In the analysis of turnover intention, researchers also found the role of job satisfaction as an intermediary ( [33]; [54]). Job satisfaction mediates the influence of salary and promotion on turnover intention [55].…”

“…Findings revealed that compensation packages used as HRM practices, namely; pay, recognition and benefits have positive effect on job satisfaction. [33] studied the influence of employees' compensation on job satisfaction in using 270 questionnaires and correlation and regression analysis techniques. The results indicated that, there was positive significant relationship between compensation and job satisfaction.…”

The Impact of Job Satisfaction On Employees' Performance: A Case Study of Al Hayat Company - Pepsi Employees In Erbil, Kurdistan Region-Iraq

“…The results of Bakotić (2016) showed that there is a direct relationship between employee job satisfaction and organizational performance in both directions, but the intensity of the relationship is very weak. Also, Kampkötter (2017) found that financial rewards have a significant effect on employee performance. (Yuen et al, 2018) also showed that job satisfaction was significantly related to job performance.…”

The Complementary Use of Experiments and Field Data to Evaluate Management Practices: The Case of Subjective Performance Evaluations

“…5 Fourth, performance appraisals give employees direct feedback about their performance and potential strengths and weaknesses. Feedback can show employees whether to reallocate efforts or to invest in new skills and, moreover, can have a direct impact on employee satisfaction and thus the decision to stay with an employer (Fletcher and Williams, 1996;Whitman et al, 2010;Kampkötter, 2015).…”