Due process model of procedural justice in performance appraisal: promotion versus termination scenarios.
In a laboratory study, 318 student participants (148 male, 169 female, and one who did not report sex; M age 25.0, SD = 6.0) in introductory organizational behavior classes responded to scenarios in which performance appraisal resulted in either employee promotion or termination. Each scenario had varying levels of three procedural justice criteria for performance appraisal. For both promotion and termination outcomes, analysis showed that, as the number of criteria increased, perceptions of procedural fairness increased. A comparison between the two outcomes showed that perceptions of fairness were significantly stronger for the promotion outcome than for termination.
Kataoka
Heloneida C
HC
Instituto Nacional de Pesquisais, Brazil.
Cole
Nina D
ND
Flint
Douglas A
DA
D000293:Adolescent; D000328:Adult; D001290:Attitude; D002322:Career Mobility; D002961:Civil Rights; D003659:Decision Making, Organizational; D004650:Employee Performance Appraisal; D004651:Employment; D030141:Feedback, Psychological; D005260:Female; D006801:Humans; D008297:Male; D015279:Organizational Culture