Examining the Role of Employee Participation, Supervisor Trust, and Appraisal Reactions for a Pay-for-Performance Appraisal System

Author:

Mulvaney Michael A.ORCID

Publisher

Springer Science and Business Media LLC

Subject

Law,Business, Management and Accounting (miscellaneous)

Reference84 articles.

1. Ahmed, I., Mohammod, S. K., & Islam, T. (2013a). The relationship between perceived fairness in performance appraisal and organizational citizenship behavior in the banking sector of Pakistan: The mediating role of organizational commitment. International Journal of Management and Innovation, 5(2), 75–90.

2. Ahmed, I., Sultana, I., Paul, S. K., & Azeem, A. (2013b). Employee performance evaluation: A fuzzy approach. International Journal of Productivity and Performance Management, 62(7), 718–734.

3. Anseel, F., Van Yperen, N. W., Janssen, O., & Duyck, W. (2011). Feedback type as a moderator of the relationship between achievement goals and feedback reactions. Journal of Occupational and Organizational Psychology, 84(4), 703–722.

4. Ayers, R. S. (2015). Aligning individual and organizational performance: Goal alignment in federal government agency performance appraisal programs. Public Personnel Management, 44(2), 169–191.

5. Bandura, A. (1986). Social foundations of thoughts and action: A social cognitive theory. Englewood Cliffs: Prentice Hall.

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