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Examining the Role of Employee Participation, Supervisor Trust, and Appraisal Reactions for a Pay-for-Performance Appraisal System

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  • Michael A. Mulvaney

    (Illinois State University)

Abstract

Despite their prominence and popularity, pay-for-performance systems are often an area of controversy within an agency. Getting employees more engaged in the pay-for-performance appraisal system’s development, implementation, and administration has been suggested as a possible method to improve the effectiveness of these systems. The purpose of this study was to examine the role of employee participation and supervisor trust in employee reactions toward a pay-for-performance appraisal system. Guided by Social Cognitive Theory, a series of hypotheses are proposed and tested. The paper concludes with a discussion of the findings and their implications for management.

Suggested Citation

  • Michael A. Mulvaney, 2019. "Examining the Role of Employee Participation, Supervisor Trust, and Appraisal Reactions for a Pay-for-Performance Appraisal System," Public Organization Review, Springer, vol. 19(2), pages 201-225, June.
    • Handle: RePEc:kap:porgrv:v:19:y:2019:i:2:d:10.1007_s11115-017-0400-8
    DOI: 10.1007/s11115-017-0400-8
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    References listed on IDEAS

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    Cited by:

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