Antecedents and consequences of justice perceptions in performance appraisals

Abstract

This article proposes a model of antecedents and consequences of justice perceptions in the appraisal context. Procedural, interactional, and distributive justice perceptions are examined in terms of their theoretical and measurement properties. Antecedents of justice perceptions include due process characteristics, organizational culture, pre-appraisal leader–member exchange (LMX), perceived organizational support (POS), impression management behaviors of raters, perceived basis of LMX, and perceived type of information raters use. Social exchange and accountability theories are used to link justice perceptions to organizational, leader-related, and performance-related outcomes. The proposed model identifies several directions for future research in performance appraisal area.