Performance Appraisal And Trust Theory

735 Words 3 Pages
Performance appraisal and trust theory

In addition to the mediating role of organisational justice in the relationship between performance management practices and organisational commitment, extant literature also shows that trust creates conditions which affect employee responses to performance appraisal practices and commitment (McAllister, 1995; Macky and Boxall, 2007). Trust can be defined as a psychological state comprising the intention to accept vulnerability based upon positive expectations of the intentions or behaviors of another” (Rousseau et al., 1998). For the purpose of this research trust will be defined as the relationship between an employee and line manager. Aryee et al (2002) explains that trust can be looked at from both
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Further he explained that self-appraisal in performance evaluation system is positively associated with trust. Trust can be enhanced should feedback or results on appraisal are fed back to the appraises. Mayer & Davies (1999) explains that should performance appraisal system reflect the employee’s true performance, trusts for those employees are enhanced when it comes to their view of performance appraisal. Further they expand that recognition and rewards that are based on performance appraisal, would in employees eyes be linked with true performance which thus form the basis of trust in the performance appraisal system. In conclusion they denoted that trust is affected by an appraisal system that increases the perceived linkages between performance and rewards, which will affect the trust relationship. Farndale, Hope-Hailey & Kelliher (2011) summarized that levels of employee trust in their employer/senior management can therefore be seen as impacting the link between employee experiences of performance appraisal practices, and their related behavioral and attitudinal outcomes in terms of commitment and perceptions of justice. Aryee et al (2002) further agrees that trust in …show more content…
Sojoudi & Farahbod (2012) defined organisational commitment as a kind of emotional and fanatical attachment to the values and goals or organization and thus if there is an absence of organisational commitment, that the quantity and quality of work can be reduced. Neha and Himanshu (2015) explained in a study they conducted that employees who are satisfied with their performance appraisal system of their organisation were committed to their organisation. A performance appraisal system that is fair and transparent has an influence on how employees show commitment towards their organisation. The study support the finding that performance appraisal is a key variable which determine how committed an employee can be, depended on the experience of the performance appraisal (Farndale, et.al, 2011). Hai & Mian (2007) denotes that performance appraisal including system and process facets has significant effect on organizational commitment and that organisational commitment plays a mediating role between performance appraisal and employee behaviour. According to Farndale, Hope-Hailey & Kelliher (2011) eemployee experiences of performance appraisal are related to their perceptions of organisational justice and there is a positive relationship between perceived

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