The role of organizational justice in multi-source performance appraisal: Theory-based applications and directions for research

This paper develops a model of organizational justice to explain the outcom es of multi-source performance appraisal. Central to this explanation is ho w employee reactions to appraisal cause changes in performance. This paper examines the literature on organizational justice and proposes a model to d etermine how employees will react to performance appraisal ratings. The mod el suggests that when performance appraisal ratings are low, employees use procedural justice evaluations to determine the fairness of those ratings. Employees act to improve low ratings that they perceive to be fair. Their p erformance may decrease on ratings they perceive to be unfair.