Abstract
Research objective: Performance appraisal evaluations play a significant role in determining employees’ pay, rewards, and promotions. When employees are dissatisfied with their appraisals, it can lead to perceptions of political bias in the evaluation process, often arising from a sense of injustice within the organization. To address these concerns, organizations can apply principles of procedural justice and interactional justice – two key components of organizational justice – to help reduce negative perceptions of appraisal politics. Also, it’s important to recognize that perceptions of justice are influenced by cultural values, which can vary significantly across societies. In cultures where power is concentrated among higher authorities, employees may desire more involvement in the appraisal process to influence their ratings. Conversely, in relationship-oriented cultures, the fairness of the appraisal system is closely tied to the quality of relationships with supervisors.
Research gaps and questions: While existing research has examined the effects of interactional and procedural justice across different cultures, a gap remains in understanding the relative significance of each type of justice in various societies. In some cultures, one form of justice may be more important, and its violation could lead to a stronger sense of injustice. Additionally, weaker leader-follower relationships and a lack of perceived control over one’s work can reduce productivity.
Given the evolution of interactional justice (IJ) from procedural justice (PJ), it is important to assess the relative importance of these two theories, particularly in cultures with high power distance and relationship orientation (Chhokar et al., 2007). This study aims to explore how both procedural justice (PJ) and interactional justice (IJ) influence perceptions of political bias in performance appraisal processes and decisions, with perception of appraisal politics being a key research variable.
By investigating alternative theoretical approaches, the study seeks to better understand how procedural and interactional justice shape individuals’ perceptions in the context of performance appraisals, particularly in cultures with high power distance and relationship orientation. The research also aims to explore the mediating roles of Leader-Member Exchange (LMX) and perceived control in these relationships.
The central questions include: which form of justice – procedural or interactional – plays more significant role in shaping perceptions of appraisal politics in high power distance, relationship-oriented societies?