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Another model of organizational justice proposed by Byrne [20] and colleagues [21] suggested that organizational justice is a multi-foci construct, one where employees see justice as coming from a source - either the organization or their supervisor. Thus, rather than focus on justice as the three or four factor component model, Byrne suggested ...
A performance appraisal, also referred to as a performance review, performance evaluation, [1] (career) development discussion, [2] or employee appraisal, sometimes shortened to "PA", [a] is a periodic and systematic process whereby the job performance of an employee is documented and evaluated. This is done after employees are trained about ...
In economics, organizational effectiveness is defined in terms of profitability and the minimisation of problems related to high employee turnover and absenteeism. [4] As the market for competent employees is subject to supply and demand pressures, firms must offer incentives that are not too low to discourage applicants from applying, and not too unnecessarily high as to detract from the firm ...
Business performance management (BPM) (also known as corporate performance management (CPM) [2] enterprise performance management (EPM), [3] [4] organizational performance management, or performance management) is a management approach which encompasses a set of processes and analytical tools to ensure that an organization's activities and output are aligned with its goals.
Performance is an important criterion for organizational outcomes and success. John P. Campbell describes job performance as an individual-level variable, or something a single person does. This differentiates it from more encompassing constructs such as organizational performance or national performance, which are higher-level variables. [1] [2]
Procedural justice, a subcomponent of organizational justice, is important in communication and in the workplace because it involves fair procedures, it allows the employees to have a say in the decision process, it gives employees fair treatment, and allows them to have more input in the appraisal process.
Burke–Litwin model of organizational performance and change (1992) [3] All models are based on open system (Open System Theory, OST): From the General System Theory defined by Von Bertalaffy (a system complex of interacting elements), Katz and Kahn (1978) apply the concept of Open System Theory (OST), looking at the relationship between the ...
Considered one of the justice theories, equity theory was first developed in the 1960s by J. Stacey Adams, a workplace and behavioral psychologist, who asserted that employees seek to maintain equity between the inputs that they bring to a job and the outcomes that they receive from it against the perceived inputs and outcomes of others. [2]
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