The effect of perceived fairness of performance sppraisals on job satisfaction and employee motivation

ENGLISH ABSTRACT: Performance appraisals are a major feature of organisational management, affecting decisions concerning employee career development, advancements and incentives. Nevertheless, the degree to which individuals perceive the appraisal process as fair plays a vital role in influencing their attitudes and behaviours. Rooted in organisational justice theory, this study examines the three key dimensions of fairness; distributive, procedural, and interactional justice and analyses of their relationship to satisfaction with performance appraisal feedback, job satisfaction and employee motivation. Utilising a quantitative research design, data was collected by means of structured questionnaires administered to employees within the Mobile Military Health Formation (MMHF). A sample of 219 respondents was investigated on the effect of perceived fairness of performance appraisals on job satisfaction and employee motivation. The data collection instruments employed to collect data were: • the 3-item distributive fairness scale by Umair (2016), • the 6-item procedural fairness scale by Umair (2016), • the 5-item interactional fairness scale by Umair (2016), • the 4-item performance feedback scale by Umair (2016), • the 4-item goal setting process scale by Umair (2016), • the 4-item instrument validity scale by Umair (2016), • the 20-item job satisfaction scale by Martins and Proença (2012), • the 12-item employee motivation scale by Forest et al. (2010). SPSS software version 29.0 (IBM, 2024) was utilised to compute reliability and dimensionality analyses from the collected data. Confirmatory factor analyses for each scale were computed. The measurement and structural models were also fitted to the data using structural equation modelling (SEM) using LISREL software (Jöreskog, Sörbom, 1996). The results indicated that higher perceptions of performance appraisals fairness are greatly related to enhanced job satisfaction and greater motivation. Recommendations are provided for enhancing assessment practices to foster more enthusiastic and satisfied employees, ultimately improving performance within the MMHF.

Grantor dc:publisher

Stellenbosch : Stellenbosch University

Year dc:date.issued

2025

Author dc:creator

• Matabane, Maputle Prince

Advisors dc:contributor.advisor

• Mthembu, O. S.
• Theletsane, K. I.

Language dc:language.iso

en_ZA

Repository record dc:identifier.uri

https://scholar.sun.ac.za/handle/10019.1/134698

OAI identifier oai:identifier

oai:scholar.sun.ac.za:10019.1/134698