What Drives Perceived Fairness of Performance Appraisal? Exploring the Effects of Psychological Contract Fulfillment on Employees’ Perceived Fairness of Performance Appraisal in U.S. Federal Agencies

2014 ◽  
Vol 44 (2) ◽  
pp. 214-238 ◽  
Author(s):  
James R. Harrington ◽  
Ji Han Lee
Keyword(s):  
Performance Appraisal ◽  
Psychological Contract ◽  
Federal Agencies ◽  
Perceived Fairness ◽  
Psychological Contract Fulfillment

Reciprocity of Temporary and Permanent Workers: an Exploratory Study in an Industrial Company

2012 ◽  
Vol 15 (3) ◽  
pp. 1163-1176 ◽  
Author(s):  
Silvia Lopes ◽  
Maria José Chambel
Keyword(s):  
Performance Appraisal ◽  
Psychological Contract ◽  
Affective Commitment ◽  
Temporary Workers ◽  
Temporary Work ◽  
Psychological Contract Fulfillment ◽  
Permanent Workers ◽  
The Relationship ◽  
Practical Implications ◽  
Industrial Company

The increasing use of temporary work prompts the need to understand to what degree workers with this type of contract differ from permanent workers as to the relationship they establish with the organization they work for. This study used a sample of temporary workers (N = 78) and permanent workers (N = 196) within the same company of electronics in Portugal. The results show that, regardless of the type of contract, the perception of human resource practices was related to the perception of psychological contract fulfillment by the company. Additionally and according to the norm of reciprocity, we verified that when workers thought the company was fulfilling its obligations they responded favorably showing more affective commitment towards the company. However, we found differences between these two groups of workers: for the permanent performance appraisal, training and rewards were human resources practices that were significantly related to psychological contract fulfillment, while for the temporary ones there weren't any specific practices that had a significant relationship with that variable. The practical implications of these findings for the management of temporary workers are discussed.

Psychological Contract Fulfillment and Employee Responses to Pay System Change

2017 ◽  
Vol 16 (4) ◽  
pp. 172-185 ◽  
Author(s):  
Christine J. Syrek ◽  
Conny H. Antoni
Keyword(s):  
Transformational Leadership ◽  
Psychological Contract ◽  
Pay For Performance ◽  
Psychological Contracts ◽  
Change Processes ◽  
Affective Organizational Commitment ◽  
Before And After ◽  
Psychological Contract Fulfillment ◽  
Pay System ◽  
Employee Responses

Abstract. The implementation of a new pay system is a balancing act that produces uncertainty and draws employees’ attention to the fulfillment of exchange agreements. Transformational leadership may be essential during these change processes. Based on psychological contract theory, we expected that transformational leadership impacts job satisfaction and affective organizational commitment through the fulfillment of relational psychological contracts, while the fulfillment of transactional psychological contracts may be crucial for employees’ pay and bonus satisfaction. We assessed 143 employees nested within 34 teams before and after (24 months) a pay for performance (pfp) system was introduced. Our results supported the mediation hypotheses considering job and pay satisfaction, but not considering commitment. Unexpectedly, the effect on bonus satisfaction was mediated via relational psychological contracts.

The relationship between performance appraisal system and employees' voice behavior through the mediation-moderation mechanism

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Khalid Rasheed Memon ◽  
Bilqees Ghani
Keyword(s):  
Performance Appraisal ◽  
Psychological Empowerment ◽  
Vital Role ◽  
Voice Behavior ◽  
Perceived Fairness ◽  
Appraisal System ◽  
Empowering Leadership ◽  
Content Type ◽  
Performance Appraisal System ◽  
The Relationship

PurposeThe purpose of this study is to investigate and articulate the performance appraisal process as a tool, used for the development of voice behavior through the fostering of trustworthiness and empowering culture in the organization.Design/methodology/approachData has been collected through survey instruments, filled by employees and their coworkers. The study proposes and tests a new model based on the relationship between performance appraisal and voice behavior through the moderation-mediation mechanism. Data analysis has been performed using SEM through SMART PLS 3.FindingsResults show that a strong and positive relationship exists between performance appraisal and voice behavior through the mediating variable of psychological empowerment. The moderators, empowering leadership and perceived fairness have played vital role in boosting psychological empowerment and strengthening the relationship with performance appraisal.Research limitations/implicationsThe study presents the performance appraisal system as one of the antecedents of employees' voice behavior generated through psychological empowerment (mediator) and perceived fairness and empowering leadership (moderators) since the appraisal system is to be implemented through the leader.Originality/valueThe study presents a unique and innovative idea while it tries to explore and measure the different effects/impacts of the relationship between performance appraisal and voice behavior.

Psychological Contract Fulfillment and Expatriate Career Success--Model

2018 ◽  
Author(s):  
Melanie De Ruiter ◽  
Xander Lub ◽  
Ellen Jansma ◽  
Robert J. Blomme
Keyword(s):  
Psychological Contract ◽  
Career Success ◽  
Success Model ◽  
Psychological Contract Fulfillment

Reciprocation wary employees discount psychological contract fulfillment

2015 ◽  
Vol 37 (1) ◽  
pp. 23-40 ◽  
Author(s):  
Gökhan Karagonlar ◽  
Robert Eisenberger ◽  
Justin Aselage
Keyword(s):  
Psychological Contract ◽  
Psychological Contract Fulfillment

Fulfill psychological contract promises to manage in-demand employees

2015 ◽  
Vol 44 (5) ◽  
pp. 689-701 ◽  
Author(s):  
John Rodwell ◽  
Julia Ellershaw ◽  
Rebecca Flower
Keyword(s):  
Job Satisfaction ◽  
Psychological Distress ◽  
Psychological Contract ◽  
Organizational Identification ◽  
Equation Modeling ◽  
Employee Outcomes ◽  
Content Type ◽  
Psychological Contract Fulfillment ◽  
The Impact ◽  
Three Components

Purpose – The purpose of this paper is to explore the impact of three components of the psychological contract (i.e. obligations, fulfillment and breach) and the individual characteristic negative affectivity (NA) onto three key outcomes, namely, job satisfaction, organizational identification and psychological distress. Design/methodology/approach – Questionnaires were completed by 222 Australian nurses and midwives from a medium-sized metropolitan Australian hospital. The response rate for the study was 39 percent. Findings – Structural equation modeling revealed that perceptions of psychological contract fulfillment were positively linked to organizational identification and job satisfaction, while psychological contract breach was negatively linked to these outcomes. NA was negatively linked to job satisfaction and positively linked to psychological distress. Psychological contract obligations were not associated with any of the employee outcomes. Research limitations/implications – Psychological contract fulfillment is an important driver of employee satisfaction and organizational identification and the findings highlight the importance of including NA in psychological contract research. The occupation and context, being in-demand employees, appeared to neutralize the impact of one dimension of the psychological contract, employer promises and obligations. Practical implications – Explicitly managing employees’ psychological contracts by focussing on fulfilling realistic promises will enable managers to improve employee outcomes and facilitate employees embracing their organization. Originality/value – This study is one of the first to explore all three components of the psychological contract. These results may assist in the development of strategies to retain in-demand employees such as nurses, particularly highlighting the need to make and fulfill realistic promises.

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