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EFFECTIVENESS OF COMMUNICATION STYLE IN PERFORMANCE APPRAISAL SYSTEMS

Yıl 2013, Cilt: 8 Sayı: 29, 4835 - 4852, 01.06.2013

Öz

According to performance appraisal literature, communication style is often viewed as an essential decision tool that may be used by managers to evaluate and develop employee performance. The ability of appraisers (e.g., immediate boss, manager or supervisor) to properly implement feedback and treatment in allocating performance ratings may have a significant impact on appraises’ feelings of procedural justice. The nature of this relationship is interesting, but the role of communication style as an effective predicting variable is given less emphasized in performance appraisal models. Therefore, this study was conducted to examine the effect of communication style in performance appraisal systems on procedural justice using 129 usable questionnaires gathered from employees who work in a Malaysian federal government linked postal company. The outcomes of stepwise regression analysis revealed two important findings: firstly, feedback significantly correlated with procedural justice. Secondly, treatment significantly correlated with procedural justice. Statistically, this result confirms that communication style in performance appraisal systems does act as an important determinant of procedural justice in the organizational sample. In addition, discussion, implications and conclusion are elaborated.

Kaynakça

  • Brown, S.P., & Peterson, R.A. (1993), “Determinants and consequences of salesperson job satisfaction: Meta-analysis and assessment of causal effects”. Journal of Marketing Research, 30, 63
  • Chawla A., & Kelloway, E.K, (2004), “Predicting openness and commitment to change”., Leadership and Organization Development Journal. 5(6 ), 485-498.
  • Cloutier, J., & Vilhuber, L. (2008), “ Procedural justice criteria in salary determination”. Journal of Managerial Psychology, 23 (6), 713-740.
  • Cohen, A. (1993), “Organizational commitment and turnover: A Meta-analysis”. Academy of Management Journal, 36, 1140-1157.
  • Colquitt, J.A. et al. (2001), “Justice at the millennium: A meta-analytic review of 25 years of organizational justice research”. Journal of Applied Psychology, 86, 425-445.
  • Colquitt, J.A., et al. (2002), “Justice in teams: Determinants and consequences of procedural justice climate”. Personnel Psychology, 55, 88-109.
  • Cook, J., & Crossman, A. (2004), “Satisfaction with performance appraisal systems: A study of role perception”. Journal of Management Psychology, 19 (5), 526-541.
  • Desimone, R.L., et al. (2002), Human resource development. Thomson Learning, Inc.
  • Easterby-Smith, M., et al. (1991), Management research: An introduction. London: Sage Publications. Erdogan, B. (2002), “Determinants and consequences of justice perceptions in performance appraisals”. Human Resource Management Review, 12 (4), 555-578.
  • Edward, M.R., et al. (1995), “Fair performance management and pay practices for diverse work forces: The promise of multisource assessment”. ACA Journal, 50-61.
  • Fletcher, C. (2001), “Performance appraisal and management: The developing research agenda”. Journal of Occupational and Organizational Psychology, 74, 473-487.
  • Fletcher, C., & McDowall, A. (2004), “Employee development: Organizational justice perspective”. Personnel Review, 33 (1), 8-29.
  • Fletcher, C., & Williams, R. (1996), “Performance management, job satisfaction and organizational commitment”. British Journal of Management, 7, 169-179.
  • Folger, R. (1987), “Distributive and procedural justice in the workplace”. Social Justice Research, 1 (2), 143-159.
  • Folger, R., & Cropanzano, R. (1998), Organizational justice and human resource management. Thousand Oaks, CA: Sage Publications, Inc.
  • Fox, J. (1991), Regression diagnostics. Newbury Park: Sage Publications.
  • Greenberg, J. (1986), “Organizational performance appraisal procedures: what makes them fair?”. In Lewicki, R.J., et al., Research on Negotiations in Organizations. London: JAI Press.
  • Greenberg, J. (2003), “Creating unfairness by mandating fair procedures: The hidden words of a payfor-performance plan”. Human Resource Management Review, 13, 41-57.
  • Hair, J.F., et al. (2006), Multivariate data analysis. New Jersey: Prentice Hall International Inc.
  • Hulland, J. (1999), “Use of partial least square (PLS) in strategic management research: A review of four recent studies”. Strategic Management Journal, 20 (2), 195-204.
  • Ismail, A., et al. (2007), “The moderating effect of procedural justice in the relationship between communication about performance appraisal systems and job satisfaction”. This paper was published in the proceeding of 3 rd Business Management Conference, 16-18 Dec 2007, Melaka: Universiti Tenaga Nasional Malaysia.
  • Jaccard, J., et al. (1990), Treatment effects in multiple regression, 72. Newsbury Park California: SAGE Publications Inc.
  • Jawahar, I.M. (2006), “Correlates of Satisfaction with Performance Appraisal Feedback”. Journal of
  • Labor Research, XXVII (2), 213-236. Kavanagh, P., et al. (2007), “Understanding performance appraisal fairness”. Asia Pacific Journal of Human Resources. 45 (2), 132-150.
  • Kluger, A.N., & DeNisi, A. (1996), “The effects of feedback intervention on performance: A historical review, a meta-analysis and a preliminary feedback intervention theory”. Psychological Bulletin, 119, 254-2
  • Marie, B. W. (2003), Perceived Fairness Of and Satisfaction With Employee Performance Appraisal.
  • Unpublished manuscript. University of Louisiana State. Mccarthy, A.M., & Garavan, T.N. (2001), “360 degree feedback process: Performance, improvement and employee career development”. Journal of European Industrial Training, 25 (1), 5-32.
  • Mcfarlin, D.B., & Sweeney, P.D. (1992), “Distributive justice and procedural justice as predictors of satisfaction with personal and organizational outcomes”. Academy of Management Journal, 35, 6266
  • Mcshane, S.L., & Von Glinow, M.A. (2005), Organizational behavior. Boston: McGraw-Hill.
  • Miller, D.T. (2001), “Disrespect and the experience of injustice”. Annual Review of Psychology, 52, 534-5
  • Mondy, W.R., et al. (1999), Human resource management. New Jersey: Prentice Hall.
  • Murphy, R.T., & Cleveland, J.N. (1991), Performance appraisal: An organizational perspective. Boston, MA : Allyn and Bacon.
  • Nunally, J.C., & Bernstein, I.H. (1994), Psychometric theory. New York: McGraw-Hill Inc.
  • Noe, R., et al. (2009), Fundamentals of human resource management. Singapore: McGraw-Hill International Edition.
  • Pettijohn, C.E., et al. (2001), “Charateristics of performance appraisals and their impact on sales force satisfaction”. Human Resource Development Quarterly, 12 (2), 127-146.
  • Poon, J.M.L. (2004), “Effects of Performance Appraisal Politics on Job Satisfaction and Turnover Intention”. Journal of Managerial Psychology, 33, 322-334.
  • Pos Malaysia Berhad Company Profile (2009), Retrieved on September 1, 2009 from http://www.linkedin.com/companies/pos-malaysia-berhad
  • Pos Malaysia Berhad (2010), Retrieved on June 15, 2010 from http://www.pos.com.my/v1/MAIN2.ASP?c=/V1/AboutUs/PMB/AboutUs.htm.
  • Renn, R.W., & Fedor, D.B. (2001), “Development and fidel test of a feedback seeking, self-efficacy, and goal setting model of work performance”. Journal of Management, 27, 563-583.
  • Roberts, K., & Markel, K.S. (2001), “Claiming in the name of fairness: Organizational justice and the decision to file for workplace injury compensation”. Journal of Occupational Health Psychology, 6, 332Sabeen, Z., Mehbob, A.A. (2008), “Perceived Fairness of and Satisfaction with Employee Performance Appraisal and Its Impact on Overall Job Satisfaction”. The Business Review, Cambridge, 10 (2), 1851
  • Sekaran, U. (2003), Research methods for business: A skill building approach. New York: John Wiley & Sons, Inc.
  • Skarlicki, D.P., & Folger, R. (1997), “Retaliation in the workplace: The roles of distributive, procedural, and treatmental justice”. Journal of Applied Psychology, 82, 434-443.
  • Sogra, K.J., et al. (2009), “Organizational outcomes of the employees' perceptions of performance appraisal politics: A study on executive MBA students in Bangladesh”. South Asian Journal of Management, 16 (3), 43-61.
  • Tabachnick, B.G., & Fidell, L.S. (2001), Using multivariate statistics. Sydney: Allyn & Bacon.
  • Thurston, P.W., & McNall, L. (2010), “Justice perceptions of performance appraisal practices”. Journal of Managerial Psychology, 25 (3), 201–228.
  • Usunier, J.C. (1998), International & cross-cultural management research. London: Sage Publications Ltd.
  • Viswesvaran, C., & Ones, D.S. (2002), “Examining the construct of organizational justice: a metaanalytic evaluation of relations with work attitudes and behaviours”. Journal of Business Ethics, 38, 1
  • Waldersee, R, & Luthans, F. (1994), “The impact of positive and corrective feedback on customer service performance”. Journal of Organizational Behavior, 15, 83-95.
  • Walsh, K & Fisher, D.(2005), “Action inquiry and performance appraisals: Tools for organizational learning and development”. Journal of Organizational Behavior 12 (1), 26-41.
  • Wright, L.L. (1996), “Qualitative international management research”. In Punnett, B.J., and Shenkar, O. Handbook for International Management Research, 63-81. Oxford, UK: Blackwell Publishers Inc.
  • Yaacob, M.R. (2008), SPSS for business and social science students. Malaysia: Pustaka Aman Press Sdn. Bhd.

EFFECTIVENESS OF COMMUNICATION STYLE IN PERFORMANCE APPRAISAL SYSTEMS

Yıl 2013, Cilt: 8 Sayı: 29, 4835 - 4852, 01.06.2013

Öz

Kaynakça

  • Brown, S.P., & Peterson, R.A. (1993), “Determinants and consequences of salesperson job satisfaction: Meta-analysis and assessment of causal effects”. Journal of Marketing Research, 30, 63
  • Chawla A., & Kelloway, E.K, (2004), “Predicting openness and commitment to change”., Leadership and Organization Development Journal. 5(6 ), 485-498.
  • Cloutier, J., & Vilhuber, L. (2008), “ Procedural justice criteria in salary determination”. Journal of Managerial Psychology, 23 (6), 713-740.
  • Cohen, A. (1993), “Organizational commitment and turnover: A Meta-analysis”. Academy of Management Journal, 36, 1140-1157.
  • Colquitt, J.A. et al. (2001), “Justice at the millennium: A meta-analytic review of 25 years of organizational justice research”. Journal of Applied Psychology, 86, 425-445.
  • Colquitt, J.A., et al. (2002), “Justice in teams: Determinants and consequences of procedural justice climate”. Personnel Psychology, 55, 88-109.
  • Cook, J., & Crossman, A. (2004), “Satisfaction with performance appraisal systems: A study of role perception”. Journal of Management Psychology, 19 (5), 526-541.
  • Desimone, R.L., et al. (2002), Human resource development. Thomson Learning, Inc.
  • Easterby-Smith, M., et al. (1991), Management research: An introduction. London: Sage Publications. Erdogan, B. (2002), “Determinants and consequences of justice perceptions in performance appraisals”. Human Resource Management Review, 12 (4), 555-578.
  • Edward, M.R., et al. (1995), “Fair performance management and pay practices for diverse work forces: The promise of multisource assessment”. ACA Journal, 50-61.
  • Fletcher, C. (2001), “Performance appraisal and management: The developing research agenda”. Journal of Occupational and Organizational Psychology, 74, 473-487.
  • Fletcher, C., & McDowall, A. (2004), “Employee development: Organizational justice perspective”. Personnel Review, 33 (1), 8-29.
  • Fletcher, C., & Williams, R. (1996), “Performance management, job satisfaction and organizational commitment”. British Journal of Management, 7, 169-179.
  • Folger, R. (1987), “Distributive and procedural justice in the workplace”. Social Justice Research, 1 (2), 143-159.
  • Folger, R., & Cropanzano, R. (1998), Organizational justice and human resource management. Thousand Oaks, CA: Sage Publications, Inc.
  • Fox, J. (1991), Regression diagnostics. Newbury Park: Sage Publications.
  • Greenberg, J. (1986), “Organizational performance appraisal procedures: what makes them fair?”. In Lewicki, R.J., et al., Research on Negotiations in Organizations. London: JAI Press.
  • Greenberg, J. (2003), “Creating unfairness by mandating fair procedures: The hidden words of a payfor-performance plan”. Human Resource Management Review, 13, 41-57.
  • Hair, J.F., et al. (2006), Multivariate data analysis. New Jersey: Prentice Hall International Inc.
  • Hulland, J. (1999), “Use of partial least square (PLS) in strategic management research: A review of four recent studies”. Strategic Management Journal, 20 (2), 195-204.
  • Ismail, A., et al. (2007), “The moderating effect of procedural justice in the relationship between communication about performance appraisal systems and job satisfaction”. This paper was published in the proceeding of 3 rd Business Management Conference, 16-18 Dec 2007, Melaka: Universiti Tenaga Nasional Malaysia.
  • Jaccard, J., et al. (1990), Treatment effects in multiple regression, 72. Newsbury Park California: SAGE Publications Inc.
  • Jawahar, I.M. (2006), “Correlates of Satisfaction with Performance Appraisal Feedback”. Journal of
  • Labor Research, XXVII (2), 213-236. Kavanagh, P., et al. (2007), “Understanding performance appraisal fairness”. Asia Pacific Journal of Human Resources. 45 (2), 132-150.
  • Kluger, A.N., & DeNisi, A. (1996), “The effects of feedback intervention on performance: A historical review, a meta-analysis and a preliminary feedback intervention theory”. Psychological Bulletin, 119, 254-2
  • Marie, B. W. (2003), Perceived Fairness Of and Satisfaction With Employee Performance Appraisal.
  • Unpublished manuscript. University of Louisiana State. Mccarthy, A.M., & Garavan, T.N. (2001), “360 degree feedback process: Performance, improvement and employee career development”. Journal of European Industrial Training, 25 (1), 5-32.
  • Mcfarlin, D.B., & Sweeney, P.D. (1992), “Distributive justice and procedural justice as predictors of satisfaction with personal and organizational outcomes”. Academy of Management Journal, 35, 6266
  • Mcshane, S.L., & Von Glinow, M.A. (2005), Organizational behavior. Boston: McGraw-Hill.
  • Miller, D.T. (2001), “Disrespect and the experience of injustice”. Annual Review of Psychology, 52, 534-5
  • Mondy, W.R., et al. (1999), Human resource management. New Jersey: Prentice Hall.
  • Murphy, R.T., & Cleveland, J.N. (1991), Performance appraisal: An organizational perspective. Boston, MA : Allyn and Bacon.
  • Nunally, J.C., & Bernstein, I.H. (1994), Psychometric theory. New York: McGraw-Hill Inc.
  • Noe, R., et al. (2009), Fundamentals of human resource management. Singapore: McGraw-Hill International Edition.
  • Pettijohn, C.E., et al. (2001), “Charateristics of performance appraisals and their impact on sales force satisfaction”. Human Resource Development Quarterly, 12 (2), 127-146.
  • Poon, J.M.L. (2004), “Effects of Performance Appraisal Politics on Job Satisfaction and Turnover Intention”. Journal of Managerial Psychology, 33, 322-334.
  • Pos Malaysia Berhad Company Profile (2009), Retrieved on September 1, 2009 from http://www.linkedin.com/companies/pos-malaysia-berhad
  • Pos Malaysia Berhad (2010), Retrieved on June 15, 2010 from http://www.pos.com.my/v1/MAIN2.ASP?c=/V1/AboutUs/PMB/AboutUs.htm.
  • Renn, R.W., & Fedor, D.B. (2001), “Development and fidel test of a feedback seeking, self-efficacy, and goal setting model of work performance”. Journal of Management, 27, 563-583.
  • Roberts, K., & Markel, K.S. (2001), “Claiming in the name of fairness: Organizational justice and the decision to file for workplace injury compensation”. Journal of Occupational Health Psychology, 6, 332Sabeen, Z., Mehbob, A.A. (2008), “Perceived Fairness of and Satisfaction with Employee Performance Appraisal and Its Impact on Overall Job Satisfaction”. The Business Review, Cambridge, 10 (2), 1851
  • Sekaran, U. (2003), Research methods for business: A skill building approach. New York: John Wiley & Sons, Inc.
  • Skarlicki, D.P., & Folger, R. (1997), “Retaliation in the workplace: The roles of distributive, procedural, and treatmental justice”. Journal of Applied Psychology, 82, 434-443.
  • Sogra, K.J., et al. (2009), “Organizational outcomes of the employees' perceptions of performance appraisal politics: A study on executive MBA students in Bangladesh”. South Asian Journal of Management, 16 (3), 43-61.
  • Tabachnick, B.G., & Fidell, L.S. (2001), Using multivariate statistics. Sydney: Allyn & Bacon.
  • Thurston, P.W., & McNall, L. (2010), “Justice perceptions of performance appraisal practices”. Journal of Managerial Psychology, 25 (3), 201–228.
  • Usunier, J.C. (1998), International & cross-cultural management research. London: Sage Publications Ltd.
  • Viswesvaran, C., & Ones, D.S. (2002), “Examining the construct of organizational justice: a metaanalytic evaluation of relations with work attitudes and behaviours”. Journal of Business Ethics, 38, 1
  • Waldersee, R, & Luthans, F. (1994), “The impact of positive and corrective feedback on customer service performance”. Journal of Organizational Behavior, 15, 83-95.
  • Walsh, K & Fisher, D.(2005), “Action inquiry and performance appraisals: Tools for organizational learning and development”. Journal of Organizational Behavior 12 (1), 26-41.
  • Wright, L.L. (1996), “Qualitative international management research”. In Punnett, B.J., and Shenkar, O. Handbook for International Management Research, 63-81. Oxford, UK: Blackwell Publishers Inc.
  • Yaacob, M.R. (2008), SPSS for business and social science students. Malaysia: Pustaka Aman Press Sdn. Bhd.
Toplam 51 adet kaynakça vardır.

Ayrıntılar

Birincil Dil Türkçe
Bölüm Makaleler
Yazarlar

Azman İsmail Rozanariah Mohd Sani Osma Rasıp Bu kişi benim

Yayımlanma Tarihi 1 Haziran 2013
Yayımlandığı Sayı Yıl 2013 Cilt: 8 Sayı: 29

Kaynak Göster

APA Rasıp, A. İ. . R. M. S. . O. (2013). EFFECTIVENESS OF COMMUNICATION STYLE IN PERFORMANCE APPRAISAL SYSTEMS. Yaşar Üniversitesi E-Dergisi, 8(29), 4835-4852. https://doi.org/10.19168/jyu.44611
AMA Rasıp AİRMSO. EFFECTIVENESS OF COMMUNICATION STYLE IN PERFORMANCE APPRAISAL SYSTEMS. Yaşar Üniversitesi E-Dergisi. Haziran 2013;8(29):4835-4852. doi:10.19168/jyu.44611
Chicago Rasıp, Azman İsmail Rozanariah Mohd Sani Osma. “EFFECTIVENESS OF COMMUNICATION STYLE IN PERFORMANCE APPRAISAL SYSTEMS”. Yaşar Üniversitesi E-Dergisi 8, sy. 29 (Haziran 2013): 4835-52. https://doi.org/10.19168/jyu.44611.
EndNote Rasıp AİRMSO (01 Haziran 2013) EFFECTIVENESS OF COMMUNICATION STYLE IN PERFORMANCE APPRAISAL SYSTEMS. Yaşar Üniversitesi E-Dergisi 8 29 4835–4852.
IEEE A. İ. . R. M. S. . O. Rasıp, “EFFECTIVENESS OF COMMUNICATION STYLE IN PERFORMANCE APPRAISAL SYSTEMS”, Yaşar Üniversitesi E-Dergisi, c. 8, sy. 29, ss. 4835–4852, 2013, doi: 10.19168/jyu.44611.
ISNAD Rasıp, Azman İsmail Rozanariah Mohd Sani Osma. “EFFECTIVENESS OF COMMUNICATION STYLE IN PERFORMANCE APPRAISAL SYSTEMS”. Yaşar Üniversitesi E-Dergisi 8/29 (Haziran 2013), 4835-4852. https://doi.org/10.19168/jyu.44611.
JAMA Rasıp AİRMSO. EFFECTIVENESS OF COMMUNICATION STYLE IN PERFORMANCE APPRAISAL SYSTEMS. Yaşar Üniversitesi E-Dergisi. 2013;8:4835–4852.
MLA Rasıp, Azman İsmail Rozanariah Mohd Sani Osma. “EFFECTIVENESS OF COMMUNICATION STYLE IN PERFORMANCE APPRAISAL SYSTEMS”. Yaşar Üniversitesi E-Dergisi, c. 8, sy. 29, 2013, ss. 4835-52, doi:10.19168/jyu.44611.
Vancouver Rasıp AİRMSO. EFFECTIVENESS OF COMMUNICATION STYLE IN PERFORMANCE APPRAISAL SYSTEMS. Yaşar Üniversitesi E-Dergisi. 2013;8(29):4835-52.