Consequences of Performance Appraisal Experiences on Hrm

The current issue and full text archive of this journal is available at www.emeraldinsight.com/0048-3486.htm Consequences of the performance appraisal experience

Performance appraisal experience

Michelle Brown
Department of Management, Faculty of Economics and Commerce,
University of Melbourne, Melbourne, Australia

Douglas Hyatt
Rotman School of Management, University of Toronto, Toronto, Canada, and

375
Received 7 August 2008
Revised September 2008
Accepted 4 July 2009

John Benson
School of Management, University of South Australia, Adelaide, Australia
Abstract
Purpose – The purpose of this paper is to examine the role of low quality performance appraisals
(PA) on three human resource management outcomes ( job satisfaction, organisational commitment and intention to quit).
Design/methodology/approach – Using data from 2,336 public sector employees clusters of PA experiences (low, mixed and high) were identified. Regression analysis was then employed to examine the relationship between low quality PA experiences and job satisfaction, organisational commitment and intention to quit.
Findings – Employees with low quality PA experiences (relative to those with mixed and high quality PA experiences) were more likely to be dissatisfied with their job, be less committed to the organisation and more likely to be contemplating leaving the organisation.
Research limitations/implications – The data were collected in a large public sector research organisation where the results of the appraisal were linked to pay increments. Further research is needed to determine the applicability of the results to private sector employees.
Practical implications – The quality of the PA experience varies and a low quality experience results in lower job satisfaction and organisational commitment and higher quit intentions. The challenge for human resource (HR) practitioners is to decide whether the allocation of additional resources to ensure that

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