SME employee performance appraisal formalization and trust in leadership change

Abstract

Purpose This study aims to examine the influence of employee performance appraisal (PA) formalization on changes to one component of the employee–leadership social exchange relationship within the context of small and medium-sized enterprises (SMEs). Specifically, it builds upon extant research on human resource management within SMEs, performance appraisals and social exchange theory to consider the role of performance appraisal formalization in effecting change in the level of trust employees have in their leaders. Design/methodology/approach To test study hypotheses, this study analyzes responses to two survey waves completed by employees of a US-based SME operating within the commercial construction industry. This SME formalized the PA process in between the administration of the first and second surveys. Study data were analyzed using hierarchical ordinary least squares regression. Findings The results of this study suggest that the formalization of PA has a positive effect on change in trust in leadership (TIL). Study results also suggest that employee perceptions of PA utility, procedural justice and satisfaction with the PA process are positively related to changes in TIL. This study also found that the effects of employee perceptions of PA utility and procedural justice on changes in TIL are mediated by employee satisfaction with the PA process. Research limitations/implications As a consequence of study design, the results found in this study may be limited with respect to their external validity. Researchers and practitioners are encouraged to use caution before generalizing study findings to other contexts. Practical implications This study suggests that PA formalization represents a means of increasing employee trust. Moreover, study results suggest that SME leaders hoping to increase employee TIL should be thoughtful about how they implement the PA process, paying particular attention to the usefulness of the feedback they provide and ensuring that the process of PA is viewed as being fair by employees. In doing so, SME leaders will enhance their employees’ satisfaction with the PA process, thereby increasing the trust they place in SME leadership. Originality/value This study extends research by considering the consequences of PA formalization with respect to changes in SME employee TIL. In doing so, this study heeds calls for additional research on the consequences of PA within SMEs, as well as sheds light on how PA formalization shapes the relationship between SME employees and leaders.

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