Abstract:
Employees are the recipients of performance appraisal; how they perceive this system or process within their organisation has an impact on the way they feel about it. Perceptions of fairness within performance appraisal systems also tend to have effects on employees’ commitment, job satisfaction, job performance and intention to quit. Despite this, very little research has concentrated on perceptions of fairness of performance appraisals processes even though the system itself and its outcomes has important consequences for both employees and the organisation.
In the context of Lesotho, to date, there is no published empirical evidence found which investigates individual reactions to performance appraisals, especially one which focuses on workers from different occupations. Therefore, this study examined employees’ perceptions of fairness of performance appraisal practices and their effect on work behaviours with the aim of voicing the silenced opinions of workers from different occupations, to capture the personal experiences of undergoing performance appraisal.
Lawler’s (2001) Affect Theory of Social Exchange was used to theorise performance appraisal as a form of social exchange or a ‘joint activity’ of two or more actors; where each actor had something the other valued. Since it asked questions about experiences, meanings and perspectives from the standpoint of the participant, this study utilised phenomenology as a research design. The data was collected using in-depth interviews among 13 purposively selected participants from selected villages in Maseru City.
Thematic analysis key theme ‘Performance Appraisal as Emotional Response’. It showed that performance appraisal, as a form of productive social exchange, is affect laden due to the experiences employees had with regards to the task of appraisal (process), the interaction with the other during appraisal, involvement within the social unit during the setting up of appraisal standards and finally feelings towards own self as a result of the appraisal score attained.
Therefore, with regards to justice perceptions of performance appraisal, it was concluded that workers attached emotions derived from their perceptions of the task, the self, the other and the social unit.
