The Influencing Factors Of Performance Appraisal Justice

The "man" is the fundamental business and an important asset of the company. Any organization or business to survive and develop, must rely on the "person".Faced with the globalization of the21st century, the trend of speed and knowledge-based era, how to enhance the competitiveness in the global competitive situation, is the key factor of enterprises competition. The people are the source of corporate competitiveness, talent selection, hiring, nurturing and retained particularly important to the enterpriseHuman resources management scholars believe the selection, performance evaluation, training and incentive activities is the most important of the four human resource management activities. However this four activities, the performance evaluation is an important key. Enterprise selecting new employees into the organization, whether the employees’ performance as originally expected, must be assessed by the results of the performance evaluation, and to judge based system is valid on the results of the selection. In staff training needs, whether it can actually improve the working ability must be through the performance evaluation to provide feedback as the basis for providing incentives.The history of performance appraisal has developed over70years. The performance appraisal in the organization was established by many theories and methods. But no any enterprise will say that their own appraisal institution is perfect, because both the subjective factor, e.g.:employee themselves, organization, and society, etc., and external situation can influence performance appraisal. To the organization, the justice of appraisal is an index very important to judge the effect of performance appraisal. Moreover, we can find from more researches, employee’s cognizance to the justice of performance appraisal will influence personal results and the results of organization.In this study, performance appraisal justice-procedural fairness factors were studied. Investigated the types of enterprise employees in various positions,527valid questionnaires were collected, using exploratory factor analysis and hierarchical regression.Data were anlysed by using SPSS17.0. Procedural fairness will be divided into two dimensions-rater procedural justice and system procedural justice. The following conclusions can be concluded: The effectiveness of the performance evaluation criteria has a significant positive impact on system procedural justice; Pre-Appraisal POS has a significant positive impact on system procedural justice; Employees’ cognitive performance evaluation system has a significant positive impact on system procedural justice and rater procedural justice; In the performance evaluation, the communication between the rater and ratee has a significant positive impact on rater procedural justice; Rater familiarity with the ratee’s job has a significant positive impact on rater procedural justice; Pre-Appraisal LMX has a significant positive impact on rater procedural justice.