Employee Fairness Perceptions of a Performance Management System
A South African Perspective
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This study deals with the employee fairness perceptions of their performance management system in a South African organisation. The concept of justice, with particular reference to procedural, distributive and interactional justice, is used as a guide in assessing employee perceptions of fairness of the organisations performance management system. A qualitative approach was used to gain an in-depth understanding of employee perceptions of fairness based on their personal experiences of the organisation s performance management system. Data was obtained through extensive semi structured intervi...
This study deals with the employee fairness perceptions of their performance management system in a South African organisation. The concept of justice, with particular reference to procedural, distributive and interactional justice, is used as a guide in assessing employee perceptions of fairness of the organisations performance management system. A qualitative approach was used to gain an in-depth understanding of employee perceptions of fairness based on their personal experiences of the organisation s performance management system. Data was obtained through extensive semi structured interviews with 20 employees who had been with the organisation and participated in the performance management system for 5 or more years. All interviews were transcribed and assessed using a thematic analysis. The overall findings show that there are negative fairness perceptions of the performance management system as assessed according to the three organisational justice factors of procedural, distributive and interactional justice.
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