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This study examines the direct impact of justice perceptions of performance appraisal practices (procedural, distributive, interpersonal and informational justice) on job satisfaction, intention to stay and job engagement. Further, it investigates the effect of job engagement on job satisfaction and intention to stay. Moreover, the study tests the mediating role of job engagement on the impact of justice perceptions of performance appraisal practices on job satisfaction and intention to stay.

A total of 650 self-report structured questionnaires were distributed among the employees of 50 information technology companies, and 503 samples were received. Partial least square-structural equation modeling was used to test the hypothesized model.

This study revealed that justice perception of performance appraisal practices positively affects job satisfaction, intention to stay and job engagement. In addition, job engagement positively affects job satisfaction and intention to stay. Further, job engagement significantly transfers the impact of justice perceptions of performance appraisal practices on job satisfaction and intention to stay, thus confirming the mediating role of job engagement. However, the significant direct impact of justice perceptions of performance appraisal practices on job satisfaction and intention to stay in the presence of a mediator, i.e. job engagement, revealed partial mediation.

The findings of this study augment the social exchange theory by explicating that an individual who perceives justice in performance appraisal practices is likely to have greater job engagement, which ultimately leads to higher job satisfaction and intention to stay. This study filled the research gap by examining the role of four justice components of performance appraisal practices on job satisfaction and intention to stay and the mediating role of job engagement in transferring the impact of justice perceptions of performance appraisal practices on job satisfaction and intention to stay.

This study showed the importance of four justice components of performance appraisal practices in enhancing employee job engagement. Hence, this study would motivate information technology companies to maintain fairness in performance appraisal practices to enhance employee job engagement and ultimately increase job satisfaction and intention to stay.

This study is one of its kind that tested the direct impact of comprehensive justice components (procedural, distributive, interpersonal and informational justice) of performance appraisal practices on job satisfaction and intention to stay. In addition, this is a unique study that examined the mediating effect of job engagement on the impact of justice perceptions of performance appraisal practices on job satisfaction and intention to stay.

In recent years, practitioners have identified a number of problems with traditional performance management (PM) systems, arguing that PM is broken and needs to be fixed. In this chapter, we review criticisms of traditional PM practices that have been mentioned by journalists and practitioners and we consider the solutions that they have presented for addressing these concerns. We then consider these problems and solutions within the context of extant scholarly research and identify (a) what organizations should do going forward to improve PM practices (i.e., focus on feedback processes, ensure accountability throughout the PM system, and align the PM system with organizational strategy) and (b) what scholars should focus research attention on (i.e., technology, strategic alignment, and peer-to-peer accountability) in order to reduce the science-practice gap in this domain.

To examine the effect of pay‐for‐performance on distributive justice and the moderating effect of commitment performance appraisal in the case of Korean employees.

Data were collected from 28 companies and 656 employees. Moderated regression analyses were employed.

Findings show that pay‐for‐performance enhances employees' perception of distributive justice only when there is a commitment performance appraisal practice. Additional analysis shows that the commitment performance appraisal practices of a company influence employee perceptions of such practices in a U‐shape fashion.

Since, data were collected from 28 companies, the results may need to be modified before being generalized to/for Korean companies.

It is notable that only when accompanied by commitment performance appraisal does pay‐for‐performance enhance employee perception of distributive justice. Managers in Korean companies should consider implementing commitment appraisal practices when they want to utilize pay‐for‐performance.

This paper notes the fundamental changes in the pay systems in Korean companies, and offers practical implications for managers starting out on a pay‐for‐performance system.

The purpose of this paper is to explore the underlying structure of employees' justice perceptions in the context of their organizations' performance appraisal practices.

Ten multi‐item scales were designed to measure the perceived fairness of performance appraisal practices. A nested confirmatory factor analysis of employee responses (n=188) compared the four justice dimensions (i.e. procedural, distributive, interpersonal, informational) to five plausible alternatives. Construct validity was demonstrated through a structural equation model of matched employee and supervisor responses (n=117).

The confirmatory factor analysis showed evidence of four distinct but highly correlated justice constructs. Results supported hypothesized relationships between procedural justice and helpful behaviors toward the organization via appraisal system satisfaction; distributive justice with appraisal satisfaction; and interpersonal and informational justice and helpful behaviors toward the supervisor via supervisor satisfaction.

This study underscores the importance of fostering perceptions of justice in the context of performance appraisal. The scales developed in this study could be used to isolate potential problems with an organization's performance appraisal practices. Originality/value – The paper integrates prior research concerning the positive effects of procedural, distributive, interpersonal, and informational justice on affective and behavioral responses towards performance appraisals.

A remarkable amount of theory‐based research is beginning to suggest that, even in organisations that pride themselves on having a quality orientation, the approach driving current policies and practices for human resource (HR) performance appraisal might be in fundamental conflict with essential requirements of total quality management (TQM). Seen in this light, this article aims to explore such (in)consistency between HRM theory and TQM precepts and assumptions.

Given that there is relatively little evidence regarding the nature of HR performance appraisal in quality‐driven organisations, this research used a combination of quantitative and qualitative investigation of performance appraisal and TQM assumptions.

The research highlights that while some of the quality management gurus, followed by other TQM scholars, advise organisations to relinquish and eliminate performance appraisal practices, this is not a unanimous view in both the literature and practice.

The research has the potential to aid researchers in comprehending the broad and complex mix of performance appraisal practices with those criteria underlying TQM. Therefore, the fundamental need is for more empirical research and analysis in order to test various theoretical assumptions about the impact of HR‐related practices on organisational performance in quality‐driven organisations.

The results of the research should enable practicing managers to determine which HR performance characteristics are more consistent with TQM initiatives. In particular, the research findings should also facilitate more valid diagnosis of TQM failures.

The paper highlights that the effectiveness of TQM can be enhanced by designing a performance management system that fits the culture and strategy of the organisation and also strongly supports a quality‐driven management strategy.

The purpose of this paper is to identify the specific steps organizations can take to create value-added appraisal systems.

The authors synthesize 30 years of their research, including countless focus groups and surveys with managers at all levels, to identify the specific steps organizations can take to create value-added appraisal systems.

The paper explains ten key lessons for improving any organization’s performance appraisal system.

The authors believe that the lessons described in this paper can be applied in all organizations, and not to apply these lessons invites ineffective and potentially destructive appraisal practices.

The paper provides a unique set of lessons that organizations can use to design or re-design their performance appraisal systems and practices.

This paper aims to analyze the synergistic influence of performance appraisal (PA) practices and performance-driven culture (PDC) on the effectiveness of the performance management (PM) system, which is measured by employees' reactions, namely satisfaction and perceived utility. It also analyzes the type of relationship between PA practices and PA satisfaction, specifically whether it is additive or modeled as a latent factor.

This is a cross-sectional study. Data were collected from 513 managers and employees working in 135 public and private organizations. The research model and hypotheses were tested using structured equation modeling.

The results support the positive impact of a set of four PA best practices on PA satisfaction. It shows that PDC is an enabler for the effective deployment of PA practices. It also demonstrates that the perceived utility of the PM system plays a role as a mediator in the relationship between PA practices and PA satisfaction.

Data were collected using a questionnaire at a single point in time, and thus, cause-and-effect inferences were not possible.

The results provide guidance to organizations that are interested in designing and implementing PM systems and PA practices that contribute toward enhancing employees' managing performance experiences.

This study advances our understanding of the mechanisms by which organizational culture and PA practices influence the effectiveness of the PM system. It suggests that organizations, to benefit the most from a set of PA best practices, need to have a PDC.

This study aims to examine the impact of employees' satisfaction with human resource management (HRM) practices (i.e. training satisfaction, performance appraisal satisfaction and pay satisfaction) on work engagement and subsequently employee turnover intentions. The mediating role of work engagement between employee satisfaction with HRM practices and turnover intentions is also assessed.

Data were collected from Malaysian oil and gas (O&G) professionals. A total of 442 useable questionnaires were obtained for the final data analysis. Partial least squares structural equation modeling (PLS-SEM) was performed to test the hypothesised relationships.

The findings indicate that training satisfaction and performance appraisal satisfaction are the key drivers of employee engagement at work. Work engagement in turn has a negative impact on employee turnover intentions. Furthermore, work engagement mediates the relationship between employees' satisfaction with HRM practices (i.e. training satisfaction and performance appraisal satisfaction) and turnover intentions. Nevertheless, it did not have any mediating effect on pay satisfaction and turnover intention.

Training plans should be designed to make the relevant jobs more attractive and fulfilling, thus increasing employees' level of work engagement. Besides, ensuring that the appraisal system is fair is pivotal to work engagement. Work engagement will cultivate a strong sense of emotional attachment between employees and employers, thus reducing the turnover intention of Malaysian O&G professionals.

To date, little has been done on employees' satisfaction with HRM practices with respect to their attitudinal and behavioural outcomes. The present study enhances our understanding of the importance of employees' satisfaction with HRM practices and its relation to employees' work engagement and turnover intentions.

Since most literature on international performance appraisal is derived from Western MNCs, it is questionable whether the Western theories are equally powerful when applied to other national contexts. This study develops the Chinese international performance appraisal model by exploring performance appraisal policies and practices and the associated factors in Chinese MNCs. It reveals that Chinese MNCs adopt different approaches towards different groups, particularly different nationalities and managerial status. The Chinese international performance appraisals are a mix of home and local appraisal systems, and a mix of traditional Chinese personnel management and modern Western HRM concepts. Moreover, Chinese international performance appraisal policies and practices are affected by various host‐contextual and firm‐specific factors, and there is also an interplay between international performance and other international human resource management activities.

In spite of the increasing awareness that standardized performance appraisal practices must fit in varied local contexts, limited research and mixed findings still cloud our understanding about how those appraisal practices are perceived and implemented in the subsidiaries of multinational corporations (MNCs). The purpose of this paper is to examine this issue, aiming to clarify the contextual and cultural boundary of standardized appraisal practices in China.

A case study was conducted in an MNC subsidiary located in Southern China. Organizational performance appraisal documents were collected, and in‐depth interviews were conducted.

It has been found that the implementation of a Western standardized appraisal system was far from attaining an optimistic effect in a Chinese business setting: employees were nowhere near being able to be involved in setting objectives and developmental plans; the appraisal system was not perceived be fair enough due to the influence of a seniority‐based rewards system; and managers hesitated to take ownership of performance reviews.

When designing and delivering standardized appraisal system to subsidiaries, foreign investors and global human resource practitioners are expected to be more context focused. Distinct cultural values and norms in local contexts should be carefully taken into consideration.

The paper fills in the literature gap by providing an in‐depth study of employees' perceptions towards the actual implementation of a standardized performance appraisal system in an MNC subsidiary in China.