{"id":{"repo_id":"uiuc","oai_identifier":"oai:www.ideals.illinois.edu:2142/84583"},"canonical_url":"https://search.dev.ndltd.org/etd/uiuc/oai:www.ideals.illinois.edu:2142/84583","repository":{"repo_id":"uiuc","name":"University of Illinois - Urbana-Champaign","base_url":"https://www.ideals.illinois.edu/oai-pmh"},"display":{"title":"\"Combining Multiple Justice Mechanisms in a Single Context: \"\"All Is Fair\"\" or \"\"Too Much of a Good Thing\"\"\"","abstract":"Performance evaluation has received much research attention due to its importance for administrative decisions and subordinate outcomes. Organizational justice has been shown to be an important element in human resource decisions. Despite the potential for interpersonal conflict during performance evaluation, there has been little application of what we have learned in fairness research. Research on three streams of justice--distributive, procedural, and interactional--has identified factors that influence individual reactions to outcomes and the procedures that generate them. My research examined the influence of mechanisms from each stream on recipient responses to performance evaluation using a multi-method approach. Study 1 was a laboratory study which manipulated the justice mechanisms. This study looked at university students' responses to an evaluation following work on a perceptual ability task. Study 2 was an investigation of these mechanisms as they naturally occur during performance reviews of hospital employees. The results indicate that each of the justice mechanisms is effective for influencing recipient responses in a performance evaluation context. Further, combining justice mechanisms does not appear to detract from their individual effects. The results suggest that decision makers should structure the performance evaluation process so that recipients have maximum opportunity for input and that feedback should focus on internal factors by linking the evaluation to the recipient's performance.","abstract_html":"Performance evaluation has received much research attention due to its importance for administrative decisions and subordinate outcomes. Organizational justice has been shown to be an important element in human resource decisions. Despite the potential for interpersonal conflict during performance evaluation, there has been little application of what we have learned in fairness research. Research on three streams of justice--distributive, procedural, and interactional--has identified factors that influence individual reactions to outcomes and the procedures that generate them. My research examined the influence of mechanisms from each stream on recipient responses to performance evaluation using a multi-method approach. Study 1 was a laboratory study which manipulated the justice mechanisms. This study looked at university students' responses to an evaluation following work on a perceptual ability task. Study 2 was an investigation of these mechanisms as they naturally occur during performance reviews of hospital employees. The results indicate that each of the justice mechanisms is effective for influencing recipient responses in a performance evaluation context. Further, combining justice mechanisms does not appear to detract from their individual effects. The results suggest that decision makers should structure the performance evaluation process so that recipients have maximum opportunity for input and that feedback should focus on internal factors by linking the evaluation to the recipient's performance.","abstract_has_math":false,"creators":["Holbrook, Robert Leonard, Jr"],"institution":"University of Illinois at Urbana-Champaign","degree_name":"Ph.D.","degree_level":"Dissertation","degree_discipline":"Business Administration","degree_department":null,"school":null,"contributors":["Kulik, Carol T."],"advisors":[],"committee_chairs":[],"committee_members":[],"year":2015,"date_issued":"2015-09-25T22:21:45Z","date_published":"2015-09-25T22:21:45Z","updated_at":"2026-07-22T22:26:23Z","subjects":["Psychology, Social"],"languages":["eng"],"rights":[],"rights_urls":[],"identifier_entries":[{"key":"dc:identifier","label":"Identifier","values":["(MiAaPQ)AAI9737130"],"render_values":[{"text":"(MiAaPQ)AAI9737130","href":null,"code":true}]}]},"links":{"outbound_url":"http://hdl.handle.net/2142/84583","outbound_label":"Handle","outbound_source":"dc:identifier"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:contributor","label":"Contributor","values":["Kulik, Carol T."]},{"key":"dc:creator","label":"Author","values":["Holbrook, Robert Leonard, Jr"]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:date","label":"Dc Date","values":["2015-09-25T22:21:45Z","10000-01-01","1997"]},{"key":"dc:type","label":"Dc Type","values":["text"]},{"key":"thesis:degree_discipline","label":"Discipline","values":["Business Administration"]},{"key":"thesis:degree_level","label":"Degree Level","values":["Dissertation"]},{"key":"thesis:degree_name","label":"Degree Name","values":["Ph.D."]},{"key":"thesis:institution_name","label":"Thesis Institution Name","values":["University of Illinois at Urbana-Champaign"]}]},{"id":"subjects_keywords","label":"Subjects and Keywords","entries":[{"key":"dc:subject","label":"Dc Subject","values":["Psychology, Social"]}]},{"id":"language_rights","label":"Language and Rights","entries":[{"key":"dc:language","label":"Dc Language","values":["eng"]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier","label":"Identifier","values":["http://hdl.handle.net/2142/84583","(MiAaPQ)AAI9737130"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description","label":"Description","values":["Performance evaluation has received much research attention due to its importance for administrative decisions and subordinate outcomes. Organizational justice has been shown to be an important element in human resource decisions. Despite the potential for interpersonal conflict during performance evaluation, there has been little application of what we have learned in fairness research. Research on three streams of justice--distributive, procedural, and interactional--has identified factors that influence individual reactions to outcomes and the procedures that generate them. My research examined the influence of mechanisms from each stream on recipient responses to performance evaluation using a multi-method approach. Study 1 was a laboratory study which manipulated the justice mechanisms. This study looked at university students' responses to an evaluation following work on a perceptual ability task. Study 2 was an investigation of these mechanisms as they naturally occur during performance reviews of hospital employees. The results indicate that each of the justice mechanisms is effective for influencing recipient responses in a performance evaluation context. Further, combining justice mechanisms does not appear to detract from their individual effects. The results suggest that decision makers should structure the performance evaluation process so that recipients have maximum opportunity for input and that feedback should focus on internal factors by linking the evaluation to the recipient's performance.","Made available in DSpace on 2015-09-25T22:21:45Z (GMT). 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Organizational justice has been shown to be an important element in human resource decisions. Despite the potential for interpersonal conflict during performance evaluation, there has been little application of what we have learned in fairness research. Research on three streams of justice--distributive, procedural, and interactional--has identified factors that influence individual reactions to outcomes and the procedures that generate them. My research examined the influence of mechanisms from each stream on recipient responses to performance evaluation using a multi-method approach. Study 1 was a laboratory study which manipulated the justice mechanisms. This study looked at university students' responses to an evaluation following work on a perceptual ability task. Study 2 was an investigation of these mechanisms as they naturally occur during performance reviews of hospital employees. The results indicate that each of the justice mechanisms is effective for influencing recipient responses in a performance evaluation context. Further, combining justice mechanisms does not appear to detract from their individual effects. The results suggest that decision makers should structure the performance evaluation process so that recipients have maximum opportunity for input and that feedback should focus on internal factors by linking the evaluation to the recipient's performance.","Made available in DSpace on 2015-09-25T22:21:45Z (GMT). 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