Theory deals with employees perception of fairness




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Correlation was found to be significant at the. The assumption made in the study was looked at closely, and data was collected in search of evidence that will result to the acceptance of the hypotheses. On conducting a significant test with chi-Square and Pearson correlation, it was concluded that hypothesis- 1 was supported, meaning that there is a significant relationship between interpersonal communication, supervisors perception and performance appraisal. It was also concluded that hypothesis -2 was supported, implying that a significant relationship exist between perception of fairness in performance appraisal correlates with interpersonal communication.

Therefore, the predications made at the beginning of the study were supported. This infers that communication that takes place between people in the work place generates affective reactions which in most cases are often involuntary and effortless, as well as irrevocable because of their subjective validity.

It is evident that interpersonal communication creates affective reaction either to the negative or positive within the work place. Although the hypothesis for the study was supported, the limitations and recommendations suggest that they are many areas open to future research.

Compensation

This chapter will discuss in details the interpretations of the findings, limitations of the study and recommendations for future research. Interpretations As previously explained in preceding chapters, the intension of the study was to explore the role of interpersonal communication in perception of fairness of employee during performance appraisal and perception of supervisors in the workplace. While the association between liking and rating does not always occur, job performance is controlled if the perception of fairness by employee is consistently viewed as low.

In this study, I examined factors that may contribute to enhancement of performance appraisal ratings. The chi-square statistic was used to test the fit between a theoretical frequency distribution and a frequency distribution of observed data for which each observation may fall into one of several classes. For instances, the hypothesis for this study predicted that interpersonal communication will serve as a significant predictor of favorable performance appraisal from supervisors. Chi square test was used to test the Independable variables against the dependent variable to see how much resulting effects it has.

Based on the test, two conclusions of very high significant values were reached: High degree of positive interpersonal communication IC e. Interpersonal communication results in building perception p which in turn influence performance appraisal. A correlation analysis was done with the objective to measure the degree that two continuous variables move together from one case to another. The test was run to explore potential relationship between the variables and does not in anyway suggest a cause and effect relationship. The two variables tested were performance appraisal, perception of fairness and supervisors interpersonal communication.

This suggests that if supervisors communicated more with employees by taking them through the appraisal process and giving them an opportunity to questions the appraisal it will increase subordinates perception of fairness of their appraisal rating. For instance questions 15 my performance appraisal is based on the quality and quantity of my work and not my personality or position.


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Question 16 supervisors give performance ratings that reflect, in part, their personal likening or dislike of employees. Limitations Some limitations as with any other study exist in the study. Though certain limitations could affect the validity of a study, during this study appropriate measures were taken to ensure that the impacts of these limitations are minimized. Due to the nature of the survey instrument which required respondents to answer all questions relatively, errors can be produced if a respondent interprets a question differently than intended.

The survey instrument pose further challenge as it does not collect data regarding non-verbal communications and cues; thus respondents are focus to fall within general categories which reflects the opinions and bias of the researcher. The research instrument used was modified specifically for this study. Though a pre test was performed to assess the reliability and validity of the instrument, never-the-less, there is no previously developed and rigorously evaluated body of result for the instrument used.

The survey questions deal with respondent attitudes towards supervisor and subordinates interaction. The survey does not include question items that allow the respondent to report behaviors towards the reference employee or supervisor. This study does not act to determine the complete interactions and effects between the variables. The sample population was from within Bowie state University which is essentially an academic unit.

Therefore, the generalization of the findings is limited since other organizations with different cultures might view perceptions of interpersonal communication during performance appraisal differently. Recommendations The recommendations that are provided can serve as a measure to improve subordinates perception of fairness in performance appraisal and to enhance their capacity to influence their rating positively through interpersonal communication.

Since the research has established that performance appraisal is complex information processing task which is influenced by a host of affective, motivational and interpersonal factors that are manifested through interpersonal communication, it is ideal that both subordinates and supervisors understand this social context and work around them for organizational effectiveness and personal job satisfaction. By applying theories and methods from non-traditional and organizational areas, the present study provides a natural starting point for future research.

First, researchers can replicate the present study using a different field sample, because the influence of the social context is more salient in a business organizational setting, context may exert a great influence. The research paradigm used in the present study may be applied in future research to investigate other instrument level context effects in performance appraisal. For example, I believe that these result may be due to a context with an affective component to it. Future research should examine how context induced by a scale that elicits affective responses influences contextual performance items.

While this study found some correlation between the variable discussed, it can not clearly present a cause and effect relationship to the variables. For instance, the study can be expended to include factors such as levels of education and exposure of both supervisors and subordinates. Factors such as organizational culture, social affiliations such as politics etc can be considered to decide casual relationship between variables to know precise factors that have reciprocal effects and determine complete interaction and effects between the variables.

Justice, Fairness and Employee Engagement

Interpersonal communication and performance appraisal in the work place I am a graduate student at Bowie State University studying for a masters degree in Organizational Communication. The attached survey is part of my thesis research, which is a requirement for the completion of the degree. The survey is intended to sample opinions of supervisors on how interpersonal communication between them and their subordinates might impact on performance appraisal. It involves individual perceptions of actions of people they relate to within the work place.

For each question, please simply circle the letter by the response that best represents your view. Thank you very much for your time and cooperation. Agbenu Esther Ochoga Part 1: Participant Information 1. What is your gender? Male b. Female 2. African American b. Caucasian b. Hispanic d. Native American e. Others 3. How many people do you supervise? More than 16 4. What Kind of supervisor are you? Academic head of Department b. Academic Dean c. Administrative Head 5. How many years have you been a supervisor?

More than 16 Part 2: Skill Assessment Please mark the box that best reflects your view of factors that will positively influence your appraisal of subordinates strongly Agre Not strongly agree e Sure Disagree disagree 6 Communication: Relevance and clarity of written and verbal expression; effectiveness in exchanging ideas and information with others in an appropriate manner; understanding what has been said; probing for better understanding.

Being a flexible problem solver; understanding and working effectively with peers and upper management; handling pressure and ambiguity; finding better ways of doing things; generating new concepts, approaches, methods or applications. Working hard to understand others; getting the cooperation of peers; not alienating others 9 Flexibility: Able to adapt to the needs of a fast paced work environment; able to switch tasks when necessary to get the job done. Part 3: Perceptions Please mark the box that reflects your perceptions: The following reflects my perceptions: I consider the following to be positive interpersonal communication: Good work in a previous rating period.

The employee simply pleases me and is easy to get along with 19 Single Good Trait. The person just "rubs me the wrong way. The employee is not as cooperative as others. The employee is different, non-conformist. Interpersonal communication and performance appraisal in the work place I am a graduate student at Bowie State University studying for my masters degree in Organizational Communication. The survey is intended to sample opinions of subordinates on their perception of fairness of their performance appraisal. It involves individual perceptions of actions of their supervisors during performance appraisal exercises.

In this regard, there are no right or wrong answers to the questions on this survey, the survey is only interested in your views as they relate to you in the different scenarios presented. Am not interested in your identity, and all information provided will be used solely for the purpose of this study. Participant Information 3. Female 4. Caucasian a.

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Perceptions of Fairness: Adams’ Equity Theory

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Perceptions of Fairness: Adams' Equity Theory | Babington

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50 theory deals with employees perception of fairness

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Equity theory today

Project management is an essential part of any business as projects can have high value, high cost, and tangible…. Your employees make your organisation what it is. They make the culture and drive its success, especially when they…. OK, the dust has settled after the World Cup and perhaps we can reflect more objectively on the performance…. Perceptions of Fairness: Posted by: Nigel Girling Post Date: How to engage your team members Enter your details to watch the webinar with leadership expert Nigel Girling. I would like to subscribe to the Babington mailing list I would not like to subscribe to the Babington mailing list you can unsubscribe at any time by clicking the link at the bottom of an email I have read and accept the privacy policy Click submit once and you'll receive a confirmation email shortly.

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theory deals with employees perception of fairness Theory deals with employees perception of fairness
theory deals with employees perception of fairness Theory deals with employees perception of fairness
theory deals with employees perception of fairness Theory deals with employees perception of fairness
theory deals with employees perception of fairness Theory deals with employees perception of fairness
theory deals with employees perception of fairness Theory deals with employees perception of fairness
theory deals with employees perception of fairness Theory deals with employees perception of fairness
theory deals with employees perception of fairness Theory deals with employees perception of fairness

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