000			01943nab a22001697a 4500
999			_c84033 _d84033
005			20230130173157.0
008			230130b ||||| |||| 00| 0 eng d
100	1		_aHarrington, James R. _eauthor
245	1	0	_aWhat drives perceived fairness of performance appraisal? exploring the effects of psychological contract fulfillment on employees' perceived fairness of performance appraisal in U.S. federal agency
264		4	_c2015
520	3		_aWhile the recent literature acknowledges the importance of performance appraisal fairness in high-performing organizations, one of the major challenges facing human resource management (HRM) is establishing both an effective and a fair performance appraisal system; yet little is known about the key organizational and psychological factors that affect employees’ perception of performance appraisal fairness, especially in public organizations. In regards to employees’ perception of performance appraisal fairness, most studies have focused on the structural factors rather than the cognitive or psychological perspectives. Particularly, one of the key overlooked factors driving employees’ perceived fairness of performance appraisal is psychological contract fulfillment, which describes the expectations between an employee and the employer and what each gives and expects in return from the other. This study examines whether psychological contract fulfillments are associated with employees’ perceived fairness of performance appraisals in U.S. federal agencies. Using the Federal Employee Viewpoint Survey, this study finds that psychological contract fulfillments have a positive impact on federal employees’ perceived fairness of performance appraisals.
650		7	_aHuman resources management
650		0	_aPerformance--Management
700	1		_aLee, Ji Han _eauthor
773			_tPublic Personnel Management _gvol. 44, no. 2: (June 2015), pages 214-238
942			_2ddc _cART