The influence of participation and perceived system knowledge on perceived performance appraisal fairness

Accurate, accepted, and fair performance appraisals are critical to the organization. The main issues in the assessment of individual performance are with respect to the accuracy of measurement and fairness of assessment results. Previous research that has been done by some researcher shows the influence of performance appraisal process to justice result. The purpose of this study is to examine the influence of antecedent factors of fairness of performance appraisal consisting of participation and perceived system knowledge. The research design using questionnaires was used to collect data in public organizations (N = 75). The test results with multiple regression indicate that participation (two-way communication and involvement) and perceived system knowledge have a significant effect on the fairness of performance appraisal

The Multidimensional Work Motivation Scale: Validation evidence in seven languages and nine countries

Self-determination theory proposes a multidimensional conceptualization of motivation comprising autonomous and controlled forms. Whereas autonomous motivation relates positively to individuals’ optimal functioning (e.g., well-being, performance), controlled motivation is less beneficial. To be able to use self-determination theory in the field of organizational behaviour, the Multidimensional Work Motivation Scale was developed and tested using data from 3435 workers in seven languages and nine countries. Factorial analyses indicated that the 19-item scale has the same factor structure across the seven languages. Convergent and discriminant validity tests across the countries also indicate that the psychological needs for autonomy, competence, and relatedness as well as the theoretically derived antecedents to work motivation (e.g., leadership and job design) are predictably related to the different forms of motivation, which in turn are predictably related to important work outcomes (e.g., well-being, commitment, performance, and turnover intentions). Implications for the development of organizational research based on self-determination theory are discussed