DUE-PROCESS IN PERFORMANCE-APPRAISAL - A QUASI-EXPERIMENT IN PROCEDURAL JUSTICE

This field experiment extended research on procedural justice by exami ning effects of a due-process performance appraisal system on reaction s of both employees and managers. Employee-manager pairs were randomly assigned to either a due-process appraisal system or the existing sys tem. Even though due-process employees received lower evaluations, the y displayed more favorable reactions: perceived system fairness, appra isal accuracy, attitudes toward the system, evaluations of managers, a nd intention to remain with the organization. Managers also responded positively, reporting greater ability to resolve work problems, satisf action with the system, job satisfaction, and less distortion of appra isal results to further their own self-interests.