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Employee development:an organizational justice perspective

McDowall, A (2004) Employee development:an organizational justice perspective Personnel Review, 33 (1). pp. 8-29.

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Abstract

The present study examined possible links between elements of perceived procedural justice, global fairness perception and attitudinal measures in a review/development context. Organizational justice and possible correlates were reviewed resulting in four hypotheses. Data was collected from 132 employees of the UK arm of an international new media agency via a web‐based survey. It was found that a psychometric instrument based on Gilliland's (Gilliland, S.W., “The perceived fairness of selection systems: an organizational justice perspective”, Academy of Management Review, Vol. 18 No. 4, 1993, pp. 694‐734) ten rules of procedural justice proved a valuable framework in a review and development context once condensed to a smaller number of factors. Of these, two factors relating to interpersonal effectiveness and formal system characteristics respectively were found to be of importance in predicting fairness ratings of the development process. The impact of 360‐degree feedback on procedural justice perceptions was also examined in between group comparisons. Implications for further research into development techniques using organizational justice frameworks and recommendations for practice were discussed.

Item Type: Article
Authors :
NameEmailORCID
McDowall, Aa.mcdowall@surrey.ac.ukUNSPECIFIED
Date : 2004
Identification Number : 10.1108/00483480410510606
Copyright Disclaimer : © Emerald Group Publishing Limited 2004. Published by Emerald Group Publishing Limited.
Uncontrolled Keywords : Justice, Employees development, Workplace, Attitudes, 360‐degree feedback
Depositing User : Symplectic Elements
Date Deposited : 17 May 2017 09:27
Last Modified : 13 Oct 2017 11:21
URI: http://epubs.surrey.ac.uk/id/eprint/823774

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