There are many factors that influence the success of employees in organizations, one of which is the perception of interactional justice. Interactional justice combines two forms of justice: informational justice (the degree to which employees are given relevant information) and interpersonal justice (whether employees are treated with dignity and respect) (Bies & Moag, 1986; Patient & Skarlicki, 2014). The present study sought to explore how perceptions of interactional justice during a performance review influence appraisal satisfaction, workplace self-efficacy, and counterproductive work behaviors. A survey was designed to measure the degree to which 138 employees perceived interactional justice during their performance appraisal as well as their appraisal satisfaction, workplace self-efficacy, and their prevalence in engaging in counterproductive work behaviors. Correlational analyses revealed that employees who perceive high levels of interactional justice during their performance appraisal feel more satisfied with the appraisal, more capable or self-efficacious at work, and engage in counterproductive work behaviors less often than those who perceive low levels of interactional justice. Also, a mediated regression revealed that appraisal satisfaction partially mediated the relationship between interactional justice and self-efficacy. Ultimately, these findings demonstrate the impact that interpersonal exchanges have on employees and their work behaviors.
|Advisor:||Bartels, Lynn, Daus, Catherine|
|School:||Southern Illinois University at Edwardsville|
|School Location:||United States -- Illinois|
|Source:||MAI 55/05M(E), Masters Abstracts International|
|Subjects:||Social psychology, Personality psychology|
|Keywords:||Counterproductive work behaviors, Interactional justice, Performance appraisal satisfaction, Workplace self-efficacy|
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