The paper "Organizational Commitment and Fairness of Performance Appraisal" is an outstanding example of a management literature review. These days, nearly all organization whether in the private or public sector needs a performance appraisal system for examining workers’ performance. In addition, performance appraisal systems in work settings are used for numerous crucial developmental and administrative decisions, such as training, promotion as well as record-keeping for legal reasons. Therefore, performance appraisal systems are acknowledged as a fundamental part of organizational functions such as human resource management. Literature in performance appraisal suggests that organizational fairness in processes of management can promote workers’ approval of and positive response to scores of decisions in the organization, which includes HR interventions’ decisions like performance appraisal. 2.0 Fairness of Performance Appraisal System According to Kaleem et al.
(2013), all workers wish for fair dealing in performance appraisal, but perceptions of fairness concerning a range of performance appraisal components have extremely serious implications not just for workers, but as well for the organization. Thanks to the significance of performance appraisal fairness, it has now become a topic of study amongst researchers, especially in the organizational psychology field (Ikramullah et al. , 2011).
With regard to performance appraisal, Ikramullah et al. (2011) outline variables relating to fairness, and they include opportunity offered to the workers for expressing their appraisal associated feelings, well-informed supervisor, and rate of the appraisal. As mentioned by Ikramullah et al. (2011), if the workforce has a chance to alter their ratings or offered a right to approve or disapprove the ratings, then this will give rise to fair perceptions of performance appraisal. Equally, the satisfaction of employees with diverse performance appraisal aspects, such as performance feedback and setting of performance targets are all associated with the fairness of the appraisal system.
This argument is echoed by Lau et al. (2008) assertion that perceptions of performance appraisal system fairness by employees have a considerable effect on the acceptance of performance appraisal rating, workers satisfaction with organizational commitment, and process of performance appraisal. Scores of organizational researchers such as Kaleem et al. (2013) have used Organizational Justice to express fairness of performance appraisal. Organizational justice in work environments manages workers’ perceptions of fairness in diverse organizational outcomes and procedures.
Organizational justice or fairness as mentioned by Ikramullah et al. (2011) originated from Adam’ s equity theory.
Ikramullah, M., Shah, B., Hassan, F. S., Zaman, T., & Khan, H. (2011). Fairness Perceptions of Performance Appraisal System: An Empirical Study of Civil Servants in District Dera Ismail Khan, Pakistan. International Journal of Business and Social Science, 2(21), 92-100.
Kaleem, M. M., Jabeen, B., & Twana, M. J. (2013). Organizational Justice in Performance Appraisal System: Impact on Employees Satisfaction and Work Performance. International Journal of Management & Organizational Studies, 2(2), 28-37.
Lau, C. M., Wong, K. M., & Eggleton, I. R. (2008). Fairness of performance evaluation procedures and job satisfaction: the role of outcome-based and non-outcome-based effects. Accounting and Business Research, 38(2), 121-135.
Salleh, M., Amin, A., Muda, S., & Halim3, M. A. (2013). Fairness of Performance Appraisal and Organizational Commitment. Asian Social Science, 9(2), 121-128.
Sudin, S. (2011). Fairness of and satisfaction with performance appraisal process. Journal of Global Management , 2(1), 62-83.