Testing a model of performance appraisal fit on attitudinal outcomes.

Abstract

The purpose of this study was to test the effects of the congruence of employees' current versus ideal performance appraisal system on performance appraisal attitudes. This in turn was assessed as to its predictive relationships with affective organizational commitment and turnover intentions. Continuance organizational commitment and job performance were also assessed in the model. A total of 149 surveys were completed by employees of post-secondary institutions and were employed in academic, clerical, professional, and managerial positions. Performance appraisal congruence positively predicted performance appraisal attitude, which then predicted affective organizational commitment and turnover intentions, supporting the importance of person-performance appraisal fit in the organizational behavior literature. The results are discussed in terms of the relevance of these findings in theory, research, and practice.

Organizational culture and performance appraisal process: Effect on organizational citizenship behavior

“…A study by Whiting and Kline (2007) used the person-performance congruency and its utility in predicting PA attitudes, which in return can predict organizational outcomes such as turnover intentions and affective commitment. The study found that employees perceive that the PA system is congruent with their expectations; therefore, positive outcomes could be expected.…”

Purposes of Performance Appraisal System: A Perceptual Study of Civil Servants in District Dera Ismail Khan Pakistan

“…They generally show dissatisfaction toward the appraisal process and also to other human resource (HR) decisions which are made on the basis of appraisal ratings (Milliman, Nason, Zhu, & De Cieri, 2002). If employees perceive PAS unfair or they have negative attitudes toward the system, then there is a great possibility for development of such attitudes toward the whole organization (Whiting & Kline, 2007). Consequently, inability of PAS to achieve its purposes affects whole organization.…”

A Case Study on the Communication Variation of Change Management Based on Recipients’ Level of Education and Age

“…Performance appraisal is one of the most widely researched tools in human resource management (Fay 2006) and has been a major focus of industrial organizations and management scholars for decades, with rater accuracy being a major focus (Balzer and Sulsky 1990;Fletcher 2001;Whiting and Kline 2007). According to Sanyal and Biswas (2014), performance is the outcome of work.…”

“…The dimensions of performance appraisal attitudes include satisfaction, utility or uses of the appraisal, and fairness (Whiting and Kline 2007). According to Levy and Williams (1998), it is likely that employees will be more satisfied with their performance appraisal system when they understand the components and uses of the system.…”

“…Pettijohn et al (2001), in their study examining the relationship between performance appraisal characteristics and salespersons' job satisfaction, indicated that when appraisals provide clear criteria, and met with the salesperson's approval, the appraisals are perceived as fair and are used in determining rewards, and therefore the salesperson's job satisfaction increases. Whiting and Kline (2007) conducted a study to assess whether attitudes relevant to organizations can be predicted by the congruence (that is, person and environment fit model describing the congruence between values, goals and expectations of employees and those of the organization) of what employees hope for in a performance appraisal system and what they are currently being appraised on. The findings suggest that performance appraisal congruence positively predicts performance appraisal attitude, which then predicts effective organizational commitment and turnover intentions.…”