Do ratee's perceptions about performance evaluations matter? The antecedents and consequences of ratee's perceptions about effective performance evaluations

This research set out to further theory within three broad areas. These areas are transformational leadership theory (TL), secure work base theory (SWB) and the study of performance management (PM) specifically the performance evaluation (PE). Contributions to theory have been made by developing and testing nine specific hypotheses. This study employed advanced mediation analysis and structural equation modeling to analyze the nine hypotheses and found support for all nine. The overall findings of this research are as follows: (1) there is a positive significant relationship between TL and SWB and ratee's perception about PE effectiveness, (2) perceptions about PE effectiveness do mediate the relationships between TL and work outcomes (unit cohesion, job satisfaction and turnover intentions), (3) perceptions about SWB do mediate the relationship between rater leadership style and work outcomes (unit cohesion, job satisfaction and turnover intentions) and (4) there is a significant positive relationship between ratee's perceptions of SWB and ratee's perceptions about PE effectiveness. Significant to this research is the introduction of the construct of perceived PE effectiveness. This study has resulted in validated scale to measure this novel construct. The insights gained from this research will contribute to theory as well as have managerial implications. This study provides information that will help organizations develop and implement policies and procedures that will lead to a more effective PE and ultimately a more efficient PM system.