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dc.contributor.advisorPike, Richard H.
dc.contributor.advisorMangena, Musa
dc.contributor.authorSholihin, Mahfud*
dc.date.accessioned2010-05-19T08:58:09Z
dc.date.available2010-05-19T08:58:09Z
dc.date.issued2010-05-19T08:58:09Z
dc.identifier.urihttp://hdl.handle.net/10454/4309
dc.description.abstractThe objectives of this thesis are: (1) to investigate the antecedents and consequences of fairness of performance evaluation processes (procedural fairness) in the context of performance measurement, evaluation, and reward systems; and (2) to investigate the behavioural effects of reliance on multiple performance measures (RMPM) in evaluating subordinates¿ performance. In relation to the first objective, it examines whether managers¿ perceptions of procedural fairness are influenced by the form (financial or nonfinancial) of performance measures used to evaluate performance, and by goal-related variables such as participation in setting performance targets, the goal-attainment-reward link, and the specificity of goals to be achieved by managers. With regard to the consequences of procedural fairness, it examines the effects of procedural fairness on job satisfaction, performance, organisational commitment, and goal commitment, and also examines whether any such associations are direct or indirect. In relation to the second objective, it examines whether RMPM affects managerial performance or whether the effect is contingent on goal difficulty and goal specificity. To address these objectives, this thesis draws on organisational justice theory and goal theory and employs both quantitative and qualitative approaches. Quantitative data are collected using a questionnaire survey sent to managers in four organisations and qualitative data are gathered by means of interviews and focus group discussions within the organisations. The results indicate that procedural fairness is affected by participation in setting performance targets, the goal-attainment-reward link, and the specificity of goals to be achieved by managers, but not by the type of performance measure used to evaluate performance. With regard to the consequences of procedural fairness, the results indicate that: (1) the effects of procedural fairness on job satisfaction and performance are indirect and fully mediated by distributive fairness, trust, and organisational commitment; (2) the effect of procedural fairness on organisational commitment is partially mediated by distributive fairness and trust; and (3) the effect of procedural fairness on goal commitment is partially mediated by trust. Finally, the results indicate that the effect of RMPM on performance is contingent on goal specificity, but not on goal difficulty.en
dc.language.isoenen
dc.rights© 2009 Sholihin, M. This work is licensed under a Creative Commons Attribution-Non-Commercial-Share-Alike License (http://creativecommons.org/licenses/by-nc-nd/2.0/uk).en
dc.subjectFairnessen
dc.subjectPerformance measuresen
dc.subjectTrusten
dc.subjectCommitmenten
dc.subjectGoal specificityen
dc.subjectJob satisfactionen
dc.subjectParticipationen
dc.subjectPerformanceen
dc.subjectRewardsen
dc.subjectReward systemsen
dc.titleAntecedents and consequences of fairness in performance evaluation processes.en
dc.type.qualificationleveldoctoralen
dc.publisher.institutionUniversity of Bradfordeng
dc.publisher.departmentSchool of Managementen
dc.typeThesiseng
dc.type.qualificationnamePhDen
dc.date.awarded2009
refterms.dateFOA2018-07-18T23:59:27Z


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