ARTICLE REVIEW

Article Review



Article Review

Introduction

Without the personal performance of employees in the workplace, no company can be successful. It is in a sense the “engine” of an organization. The employees use their motivation, their skills and abilities in order to achieve their goals and the goals of the company. To determine how the performance of an employee is sufficient to achieve the objectives, they must be judged. This performance evaluation is generally done by the employee's supervisor; it is therefore an important tool in the management of feedback. Some companies are already using advanced methods of performance assessment as the 360-degree feedback, where employees, especially managers, are judged not only by their superiors, but also by subordinates, colleagues or clients (Palaiologos et al. 2011, pp. 826-840).

In the context of performance, evaluation is checked whether a previously set goal has been reached. The performance appraisal is a very important tool of leadership. Only as the employee learns that the service he has provided is the supervisor and approved by the company. And just so the manager can ensure that the employee contributes to the success of the company or possibly change his behaviour and his actions. Greenberg (1987) describes the organizational justice relating to how a member of staff judges the organization behaviour as well as their resulting behaviour and attitude which comes from this. For example, if a company makes outmoded half of the employees at your company you will experience a sense of unfairness and your behaviour towards job will drop and so will your efficiency (Greenberg, 1987, pp. 9-22).

This paper is a critical review on the academic journal based on the topic of Organizational justice and employee satisfaction in performance appraisal. This includes assumptions made by the author in the article, used research methods, their correctness, moreover evidence presented in the article.

Summary of the Article

This paper explores the aspects of performance appraisal which are associated with organizational justice. The organizational justice is specified by three sorts of justice that are named as distributive, procedural as well as interactional justice. The study is based on the answers that were collected through a sample of about 170 people who responded a questionnaire provided to them giving their insights on the criteria as well as purpose of performance appraisal, their contentment from performance appraisal and organizational justice.

The overall results demonstrate that procedural, distributive as well as interactional justice is associated with diverse elements of performance appraisal. Elements of contentment or satisfaction are strongly associated with all features of the organizational justice. The performance appraisal criterions are connected to procedural justice (Palaiologos et al. 2011, pp. 826-840).

The major limitation is that the study gives informative content built just with respect to one source, that of the evaluates. On the other hand, it highlights the part of representative satisfaction to organizational equity, connecting distinctive sources of satisfaction to distinctive components of justice. This paper has reasonable suggestions for HRD, as it gives HR specialists inferences on the most proficient method ...