OpenAIRE is about to release its new face with lots of new content and services.
During September, you may notice downtime in services, while some functionalities (e.g. user registration, login, validation, claiming) will be temporarily disabled.
We apologize for the inconvenience, please stay tuned!
For further information please contact helpdesk[at]

fbtwitterlinkedinvimeoflicker grey 14rssslideshare1
McDowall, Almuth; Fletcher, C. (2004)
Publisher: Emerald
Languages: English
Types: Article
Subjects: manop
The present study examined possible links between elements of perceived procedural justice, global fairness perception and attitudinal measures in a review/ development context. Organizational justice and possible correlates were reviewed resulting in four hypotheses. Data was collected from 132 employees of the UK arm of an international new media agency via a web-based survey. It was found that a psychometric instrument based on Gilliland’s (1993) ten rules of procedural justice proved a valuable framework in a review and development context once condensed to a smaller number of factors. Of these, two factors relating to Interpersonal Effectiveness and Formal System Characteristics respectively were found to be of importance in predicting fairness ratings of the development process. The impact of 360-degree feedback on procedural justice perceptions was also examined in between group comparisons. Implications for further research into development techniques using organizational justice frameworks and recommendations for practice were discussed.
  • The results below are discovered through our pilot algorithms. Let us know how we are doing!

    • Adams, J.S. (1965), “Inequity in social exchange”, In L. Berkowitz (Ed.), Advances in experimental social psychology”, 2, pp. 267-299, New York: Academic Press.
    • Allen, N.J & Meyer, J.P. (1990), “The measurements and antecedents of Affective, Continuance and Normative commitment to the organization”, Journal of Occupational Psychology, Vol. 63, pp. 1-18.
    • Bastos, M. & Fletcher, C. (1995), “Exploring the Individual's Perception of Sources and Credibility of Feedback in the Work Environment”, International Journal of Selection and Assessment, Vol. 3, pp. 29-39
    • Bauer, T.N., Truxillo, D. M., Sanchez, R.J. Craig, J. M, Ferrara, P & Campion, M. A. (2001), “Applicant Reactions to Selection: Development of the Selection Procedural Justice Scale (SPJS)”, Personnel Psychology, Vol. 54, pp. 387-419
    • Bies, R.J. & Moag, J.S. (1986), “Interactional Justice: Communication criteria of fairness”, in J.J. Lewicki, B.H. Sheppard, & M.H. Bazerman (Eds.), Research on negotiation in organizations (Vol. 1, pp.43-55). Greenwich, CT: JAI.
    • Bowen, D.E., Gilliland, S.W. & Folger, R. (1999), “HRM and Service Fairness: How being Fair with Employees Spills Over to Customers”, Organizational Dynamics, Vol. 27, pp. 7-23
    • Carrick, P., & Williams, R. (1998), “Development Centres - a review of assumptions”, Human Resource Management Journal, Vol. 9 No. 2, pp. 77-92.
    • Cattell, R.B. (1966), “The scree test for the number of factors”, Multivariate Behavior Research, Vol. 1, 245-269.
    • Cleveland, J.N. & Murphy, K.R. (1992), “Analyzing performance as goal-directed behavior”, In G. Ferris & K. Rowland (Ed.), “Research in personnel and human resources management” (Vol. 10), Greenwich, JAI Press.
    • Coleman, D.F., Irving, G.P. & Cooper, C.L. (1999), “Another look at the locus of control-organizational commitment relationship: it depends on the form of commitment”, Journal of Organizational Behaviour, Vol. 20, pp.995- 1001.
    • Comrey, A.L. & Lee, H.B. (1992), “A first course in factor analysis” (2nd ed.), Hillsdale, NJ: Erlbaum.
    • Cropanzano, R. & Folger, R. (1991), “Procedural justice and worker motivation”, in R.M. Steers & L.W. Porter, (Eds.), Motivation and work behavior, (5th ed, pp.131-143). New York: McGraw-Hill
    • Cropanzano, R. & Greenberg, J. (1997), “Progress in Organizational Justice: Tunnelling through the Maze”, International Review of Industrial and Organizational Psychology, Vol. 12, pp.317-372
    • Cropanzano, R., Prehar, C.A. & Chen, P.Y. (2002), “Using Social Exchange Theory to Distinguish Procedural from Interactional Justice”, Group & Organization Management, Vol. 27 No. 3, pp. 324-351.
    • Erdogan, B., Kraimer, M.L. & Liden, R.C. (2001), “Procedural Justice as a TwoDimensional Construct. An Examination in the Performance Appraisal Context”, Journal of Applied Behavioural Science, Vol. 37, p.205-222
    • Fedor, D.B., Rensvold, R.B. & Adams, S. M (1992), “An Investigation of Factors Expected to Affect Feedback Seeking: a Longitudinal Field Study”, Personnel Psychology, Vol. 45, pp. 779-805
    • Fischer, R.A. & Yates, F (1974), “Statistical Tables for Biological, Agricultural and Medical Research”, London: Longman.
    • Fletcher, C. (1997), “Appraisal. Routes to improved performance” (2nd. Ed), Institute of Personnel and Development, London.
    • Fletcher, C. (2001), “Performance Appraisal and Management: The developing research agenda”, Journal of Occupational and Organizational Psychology, Vol 74, 473-487.
    • Fletcher, C. & Baldry, C. (1999), “Multi-Source Feedback Systems: A research Perspective”, in: International Review of Industrial and Organizational Psychology, John Wiley & Sons Ltd, London.
    • Fletcher, C., Baldry, C. & Cunningham-Snell, N. (1997), “The psychometric properties of 360 degree feedback: an empirical study and a cautionary tale”, International Journal of Selection and Assessment, Vol. 6, pp. 19-34.
    • Fletcher, C. & Williams, R. (1992), “Performance Management in the UK: an Analysis of the Issues”, Institute of Personnel and Development, London.
    • Fletcher, C. & Williams, R. (1996), “Performance Management, Job Satisfaction and Organizational Commitment”, British Journal of Management, Vol. 7, pp. 169-179.
    • Flint, D.H. (1999), “The role of organizational justice in multi-source performance appraisal: theory-based applications and directions for research”, Human Resource Management Review, Vol. 9, pp. 1-20.
    • Folger, R. & Bies, R.J., (1989) “Managerial responsibilities and procedural justice”, Employee Responsibilities and Rights Journal, 2, 79-90.
    • Folger, R. & Konovsky, M.a. (1989), “Effects of procedural and distributive justice on reactions to pay rise decisions”, Academy of Management Journal, Vol. 32, pp. 115-130.
    • Folger, R. & Cropanzano, R. (1998), “Organizational Justice and Human Resource Management”, Sage, Thousand Oaks, CA.
    • Folger, R. & Greenberg, J. (1985), “Procedural Justice: An interpretive analysis of personnel systems”, Research in Personnel and Human Resources Management, Vol. 3, pp. 141-183.
    • Garavan, T.N, Morley, M. & Flynn, M. (1997), “360 degree feedback: its role in employee development”, Journal of Management Development, Vol. 16, pp. 134-147
    • Gilliland, S.W. (1993), “The Perceived Fairness of Selection Systems: An Organizational Justice Perspective”, Academy of Management Review, Vol.18 No. 4, pp. 694-734.
    • Gilliland, S.W. (1995), “Fairness from the Applicant's Perspective: Reactions to Employee Selection Procedures”, International Journal of Selection and Assessment, Vol. 3, pp. 10-19.
    • Goldstein, I.L. (1993), “Training in Organizations: Needs assessment, development and evaluation”, Pacific Grove, CA, Brooks/ Cole.
    • Greenberg, J. (1986a), “Organizational performance appraisal procedures: What makes them fair”, In Lewicki, R.J, Sheppard, B.H. & Bazerman M.H (eds.), Research on negotiation in organizations (Vol. 1), London, JAI Press.
    • Greenberg, J. (1986), “Determinants of Perceived Fairness of Performance Evaluations”, Journal of Applied Psychology, Vol. 71, pp. 340-342.
    • Greenberg, J. (1990), “Organizational Justice: Yesterday, today and tomorrow”, Journal of Management, Vol. 16, pp.399-432.
    • Judge, T.A. & Ferris, G.R. (1993), “Social Context of Performance Evaluation Decisions”, Academy of Management Journal, Vol. 36, pp. 80-105
    • Kluger, A.N. & DeNisi, A. (1996), “The Effects of Feedback Interventions on Performance: A Historical review, a Meta-analysis and a Preliminary Feedback Intervention Theory”, Psychological Bulletin, Vol. 119, pp. 254- 284.
    • Ko, J.-W., Prices, J.L. & Mueller, C.W. (1997), “Assessment of Meyer and Allen's Three-Component Model or Organizational Commitment in South Korea”, Journal of Applied Psychology, Vol. 82, pp. 961-973.
    • Konovsky, M.A & Cropanzano, R. (1991), “The perceived fairness of employee drug testing as a predictor of employee attitudes and job performance”, Journal of Applied Psychology, Vol. 76, pp. 698-707.
    • Landy, F.J., Barnes, J.L. & Murphy, K.R. (1978), “Correlates of perceived fairness and accuracy of performance evaluation”, Journal of Applied Psychology, Vol. 63, pp. 751-754.
    • Landy, F.J., Barnes-Farrel, J.L. & Cleveland, J.N. (1980), “Perceived fairness and accuracy of performance evaluation: a follow up”, Journal of Applied Psychology, Vol. 65, pp. 355-356.
    • Leventhal, G.S. (1980), “What should be done with equity theory? New approaches to the study of fairness in social relationships”, in K.J. Gergen, M.S. Greenberg, & R.H. Willis (Eds.), Social Exchange: Advances in Theory and Research: pp. 27-55, New York: Plenum
    • Levine, M. J. (1975), “Comparative Labour Relations Law”, Morristown, General Learning Press.
    • London, M. & Smither. J.W. (1995), “Can Multi-source Feedback Change Perceptions of Goal Accomplishment, Self-evaluations and performance Related Outcomes? Theory-based Applications and Directions for Research”, Personnel Psychology, 48, pp. 803-839.
    • Lefkowitz, J. (2000), “The role of interpersonal affective regard in supervisory performance ratings: A literature review and proposed causal model”, Journal of Occupational and Organizational Psychology, Vol. 73, pp. 67- 85.
    • Mathieu, J.E. & Zajac, D.M. (1990, “A Review and Meta-Analysis of the Antecedents, Correlates, And Consequences of Organizational Commitment”, Psychological Bulletin, Vol. 108, pp. 171-194.
    • Murphy, K.R. & Cleveland, J.N. (1991), “Performance Appraisal: An Organizational Justice Perspective”, Boston, Allyn & Bacon.
    • Murphy, K.R. & Cleveland, J.N. (1995), “Understanding Performance Appraisals: Social, Organizational and goal-based perspectives”, Thousand Oaks, Sage Publications.
    • Murphy, K., Cleveland, J., Henle, C., Morgan, K., Orth, M. & Tziner, A. (1996), “Effects of proximal and distal context variables on performance appraisal quality: A model and framework for research”, Proceedings of fifteenth Biennial Applied Behavioral Sciences Symposium, US Air Force Academy, Colorado Springs, CO.
    • Nathan, B.R., Mohrmann, A. M. & Milliman, J. (1991), “Interpersonal Relations as a Context for the Effects of Appraisal Interviews on Performance and Satisfaction: a Longitudinal Study”, Academy of Management Journal, Vol. 34, pp. 352-369.
    • Patterson, F. (2001), “Developments in work psychology: Emerging Issues and Future Trends”, Journal of Occupational and Organizational Psychology, Vol. 74, pp. 381-390.
    • Patrick, J. (1992), “Training: Research and Practice”, London: Academic Press.
    • Stanton, J.M. & Rogelberg, S. G. (2001), “Using Internet/ Intranet Web Pages to collect Organizational Research Data”, Organizational Research Methods, Vol. 4 No. 3, pp. 200-217.
    • Rousseau, D.M. (1995), “Psychological Contracts in Organizations, Understanding Written and Unwritten Agreements”, Thousand Oaks, Sage Publications.
    • Schaubroeck, J., May, D.R. & Brown, F.W. (1994), “Procedural Justice Explanations and employee reactions to economic hardship: A field experiment”, Journal of Applied Psychology, Vol. 79, pp. 455-460.
    • Tabachnik, B.G. & Fidell, L.S. (1996), “Using Multivariate Statistics (3rd Ed.)”, Northridge, HarperCollins Publishers Inc.
    • Thibaut, J. & Walker, L. (1975), “Procedural Justice: A psychological analysis”, Hillsdale, NJ: Hillbaum.
    • Tyler, T.R. & Bies, R.J. (1990), “Beyond formal procedures: The interpersonal context of procedural justice”, In J.S. Carroll (ed.), Applied Social Psychology and Organizational Settings (pp.77-98). Hillsdale, NJ: Erlbaum.
    • Tziner, A. & Murphy, K.R. (1999), “Additional evidence of attitudinal influences in performance appraisal”, Journal of Business and Psychology, Vol. 13, pp. 407-419
    • Williams, R.(1998), “Performance Management”, Institute of Personnel and Development, London.
  • No related research data.
  • No similar publications.

Share - Bookmark

Cite this article

Cookies make it easier for us to provide you with our services. With the usage of our services you permit us to use cookies.
More information Ok