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      Fairness of performance evaluation procedures and job satisfaction: the role of outcome-based and non-outcome based effects

      Eggleton, Ian R.C.; Lau, Chong M.; Wong, Kuan M.
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      Eggleton Fairness.pdf
      5.930Mb
      DOI
       10.1080/00014788.2008.9663325
      Link
       www.abr-journal.co.uk
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      Eggleton, I., Lau, C. M. & Wong, K. M. (2008). Fairness of performance evaluation procedures and job satisfaction: the role of outcome-based and non-outcome based effects. Accounting and Business Research, 38(2), 121- 135.
      Permanent Research Commons link: https://hdl.handle.net/10289/2088
      Abstract
      Prior management accounting studies on fairness perceptions have overlooked two important issues. First, no prior management accounting studies have investigated how procedural fairness, by itself, affects managers' job satisfaction. Second, management accounting researchers have not demonstrated how conflicting theories on procedural fairness can be integrated and explained in a coherent manner. Our model proposes that fairness of procedures for performance evaluation affects job satisfaction through two distinct processes. The first is out-come-based through fairness of outcomes (distributive fairness). The second is non-outcome-based through trust in superior and organisational commitment. Based on a sample of 110 managers, the results indicate that while procedural fairness perceptions affect job satisfaction through both processes, the non-outcome-based process is much stronger than the outcome-based process. These results may be used to develop a unified theory on procedural fairness effects.
      Date
      2008
      Type
      Journal Article
      Publisher
      Wolters Kluwe(UK) Ltd
      Rights
      This is the published version of an article published in the journal: Accounting and Business Research. ©2008 Wolters Kluwe(UK) Ltd. Used with permission.
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      • Management Papers [1125]
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