The Study On Perception Of Justice In Performance Appraisal And Its Impacts On The80s’ Work Attitudes

Justice is an important topic in the field of Human Resource Management. From the origin of organization justice, justice in HRM received broadly attention and research. And the related research topics almost cover all the functions of HRM. Performance appraisal is core of the functions of HRM, which will directly influence the employee’s salary, promotion, re-employment, and so on. Especially, the justice perception of performance appraisal is the key factor that affects the working attitudes and working behaviors straightly. Hence, justice is the core of performance evaluation. According to the literature reviews, it concludes that organization justice plays an important role in the process of performance, not only on the enhancement of evaluation satisfaction, but also on the encouragement of performance improvement. Consequently, it will increase the effectiveness of performance appraisal largely.Based on the literature reviews on the related theories, this thesis adopted theoretical and empirical research method, to study the Perception of Justice in Performance Appraisal and its Impacts on the80"s work Attitudes. Followed are the main conclusions.1. Justice perception of performance appraisal is a tri-factor configuration model and interactive justice is an important factor under the background of Chinese culture.2. Under the background of Chinese culture, job satisfaction is a four-factor configuration model, which includes the satisfaction with supervisor and colleagues, the satisfaction with working conditions, the satisfaction with job returns and the general satisfaction with job.3. The80"s have high sense of perception of justice in Performance Appraisal, job satisfaction and organizational commitment, and they have no serious sense of turnover. Perception of justice in Performance Appraisal, job satisfaction and organizational commitment have no significant difference in sex, education, nature of organization, manager or not have no significant. But80’s’ organizational commitment are very different in their working years. Also, the size of organization has some effect on perception of justice in Performance Appraisal. Demographical factors have no influence on turnover.4. Perception of justice in Performance Appraisal is significantly positive with job satisfaction and organizational commitment, negative with turnover.5. Interactive justice has more influence on job satisfaction than procedure justice. Procedure justice has more influence on job satisfaction than distributive justice. Interactive justice has more influence on the satisfaction with supervisor and colleagues than procedure justice, and procedure justice has more influence on the satisfaction with supervisor and colleagues than distributive justice. Only procedure justice can affect the satisfaction with working conditions. Only interactive justice can affect the general satisfaction with job.6. Interactive justice has more influence on organizational commitment than distributive justice. Interactive justice has more influence on affective commitment than distributive justice. Only distributive justice can affect continuance commitment normative commitment.7. Procedure justice is significantly negative with turnover.