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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.

While the extant literature has mainly examined either organisational justice or performance appraisal on employee attitudes, studies assessing the effect of performance appraisal justice (PAJ) on employee work attitudes are very limited. Hence, this study aims to investigate the effects of PAJ on employee work attitudes (job satisfaction and employee commitment) using empirical insights from health-care workers in Ghana.

The study collected data from 302 workers in six selected health-care institutions and used multiple regression and bootstrapping mediation methods for the analyses.

This study found that interpersonal and procedural PAJ has significant positive effects on job satisfaction, but distributive PAJ showed an insignificant positive outcome. Then, while distributive and procedural PAJ has significant positive effects on employee commitment, interpersonal PAJ was insignificant. Moreover, job satisfaction significantly mediated the relationship between employee commitment and the three dimensions of PAJ.

This implies that PAJ can trigger positive employee work attitudes such as job satisfaction and commitment to facilitate the realisation of positive health-care outcomes if fairness and justice are effectively integrated into performance appraisal practices in health-care institutions.

The study contributes to extending organisation and human resource theories in the context of health-care services by applying the organisational justice theory to understand the job attitudes of workers in the health-care sector and institutions: a highly under-research context with respect to the topic.

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.

Findings of studies on self‐appraisals conducted mainly in non‐educational settings indicate that self‐ratings are generously inflated, do not correlate with other sources, and show less reliability than ratings from counter‐positions. Reports on self‐appraisals in an educational setting using perceptions of teacher interns and their supervisors. Self – and supervisor appraisals were found to be significantly correlated, with self‐appraisals showing less leniency than corresponding supervisor appraisals. In addition, self‐appraisals were a better predictor of job satisfaction than supervisor appraisals.

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.

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 investigate an under-researched area, the impact of causal attributions (i.e. causal stability and company-related/-unrelated attributions) on salespeople’s job satisfaction following their performance appraisal.

A pre-test and a between-subjects experimental study test the effect of accurate or biased perceptions of causal attributions on salespeople’s job satisfaction. Data collected from 209 salespeople provide evidence that they make perceptual attribution errors in their appraisals of the performance outcome they achieve or do not achieve.

When salespeople correctly attribute their performance, causal stability affects their job satisfaction. However, company-related attributions affect their satisfaction only in the case of a poor performance outcome. As expected, salespeople who make biased attributions experience misattributed or “unwarranted” satisfaction or dissatisfaction, a higher or lower satisfaction level than they would have experienced had they made proper causal attributions.

Using Weiner’s theory of emotion and motivation as a theoretical framework, this study confirms that cognitive appraisals of event outcomes (in this case performance reviews) impacts salespeople’s emotional experience. Furthermore, causal ascriptions following the salesperson’s performance appraisal affect job satisfaction.

This study discusses how managers can ensure the continued satisfaction of their salespeople, which constitutes a stable source of motivation, by understanding their performance attributions.

This study introduces a new concept of misattributed job satisfaction or dissatisfaction. While anecdotally some scholars have investigated when salespeople play “the blame game”, this study shows how salespeople correctly or incorrectly ascribe blame for the outcomes and the impact on job satisfaction.

The purpose of this paper is to share how the concept of organizational justice could help to explore employee satisfaction with the mystery shopping appraisal system.

The research was conducted at a fast-food restaurant chain located in Russia. Data were collected through an online-questionnaire distributed among all 516 chef-cashiers of the 86 restaurants of the chain located in Saint Petersburg. The questionnaire consisted of 17 closed-ended and one open-ended questions.

Violations of norms of procedural, distributive, and informational justice were identified. The majority of the chief-cashiers thought that the norms of interpersonal justice were met.

The paper also discusses how training and development professionals could use the concept of organizational justice to improve employee satisfaction with a mystery shopping appraisal process. The results collected through the questionnaire can be used in at least two ways: to implement structural changes in the process and to determine and address training needs of three groups of employees.

Perceptions of organizational justice predict employee satisfaction with different aspects of a performance appraisal system. This paper is first to explore how the concept of organizational justice could be useful in evaluating employee satisfaction with such performance appraisal method as mystery shopping.

This paper aims to explore the performance appraisal (PA) aspects that are connected with organizational justice, and more specifically three kinds of justice, namely distributive, procedural and interactional justice.

The research is based on a sample of 170 respondents who answered a questionnaire giving their perceptions on the purpose and criteria of PA, their satisfaction from PA and organizational justice.

The results show that procedural, distributive and interactional justice are related with different elements of performance appraisal. Elements of satisfaction are strongly related to all aspects of organizational justice. The PA criteria are related to procedural justice.

The main limitation is that the research provides information based only on one source, that of the appraisee. However, it highlights the role of employee satisfaction to organizational justice, linking different sources of satisfaction to different elements of justice.

This paper has practical implications for HRD, as it provides HR practitioners with suggestions on how to increase the perceived justice of the PA system.

The value of this paper is to HR practitioners who design PA systems, and also managers acting as appraisers of their subordinates.

The purpose of this paper is to construct an instrument to assess employee‐perceived performance appraisal congruency and then to use the scale to predict employee attitudes about their performance appraisal systems.

The scale was developed using 28 subject‐matter experts and researcher knowledge of the extant literature. The scale was then completed by a sample of 135 individuals using internet administration.

Regression analyses showed that performance appraisal congruency predicted overall system satisfaction, perceived usefulness and fairness. Supplementary analyses of the performance appraisal congruency items were conducted so as to refine the original instrument for future research.

Limitations of the study include: the interviews conducted to develop the instrument were conducted in a single organization; the study used an internet sample that was made up of university alumni; all measures were self‐report; and single item measures were used as the criterion variables. The findings support the utility of the use of the P‐E fit model in performance management systems. Future research should assess outcomes that would be of interest to organizations, such as the relationships with performance system satisfaction and employee commitment and turnover.

If employees perceive that the performance appraisal system is congruent with their expectations, then positive outcomes should be expected.

While congruency has been linked to important outcomes such as job satisfaction, organizational commitment, turnover intention, and actual turnover, it has not been used within a performance appraisal framework.