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360-degree feedback can include input from external sources who interact with the employee (such as customers and suppliers), subordinates, peers, and supervisors. It differs from traditional performance appraisal, which typically uses downward feedback delivered by supervisors employees, and upward feedback delivered to managers by subordinates.
Therefore, fairness can be perceived even if the rewards differ in size, based on employee rank. Fairness can also be described as procedural justice, or the fairness of happenings in the organization. The politics of the organization, or the promoting of self-interest, are often related to employees' perceptions of procedural justice.
Employee engagement today has become synonymous with terms like 'employee experience' and 'employee satisfaction', although satisfaction is a different concept. Whereas engagement refers to work motivation, satisfaction is an employee's attitude about the job--whether they like it or not.
On several different factors, subordinates are judged on 'how much' of that factor or trait they possess. Typically, the raters use a 5- or 7-point scale; however, there are as many as 20-point scales. [1] Employee-comparison methods: rather than subordinates being judged against pre-established criteria, they are compared with one another.
The second is Psychological Empowerment which comes from Social Psychological models and is described as psychological perceptions/attitudes of employees about their work and their organizational roles. A study done by Ahmad et al. found support for the relationship between empowerment and job satisfaction and job commitment.
The assessment of job satisfaction through employee anonymous surveys became commonplace in the 1930s. [9] Although prior to that time there was the beginning of interest in employee attitudes, there were only a handful of studies published. [10]
A number of various theories attempt to describe employee motivation within the discipline of industrial and organizational psychology.At the macro level, work motivation can be categorized into two types, endogenous process (individual, cognitive) theories and exogenous cause (environmental) theories. [8]
In contrast to such theory based models, Cooper & Mumford (1979) [2] more pragmatically identified the essential components of quality of working life as basic extrinsic job factors of wages, hours and working conditions, and the intrinsic job notions of the nature of the work itself. They suggested that a number of other aspects could be added ...