The International Journal of Human Resource Management
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Performance appraisal satisfaction and employee outcomes: mediating and moderating roles of work motivation Bård Kuvaas
Department of Leadership and Organization Management, Norwegian School of Management, Nydalsveien 37, 0442 Oslo, Norway Phone: tel: (+47) 4641 0731 Fax: tel: (+47) 4641 0731 E-mail: Version of record first published: 02 Sep 2006.
To cite this article: Bård Kuvaas (2006): Performance appraisal satisfaction and employee outcomes: mediating and moderating roles of work motivation, The International Journal of Human Resource Management, 17:3, 504-522 To link to this article: http://dx.doi.org/10.1080/09585190500521581
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Int. J. of Human Resource Management 17:3 March 2006 504– 522
Performance appraisal satisfaction and employee outcomes: mediating and moderating roles of work motivation Downloaded by [INASP - Pakistan (PERI)] at 22:25 24 February 2013
˚ Bard Kuvaas
Abstract The purpose of this study was to explore alternative relationships between performance appraisal satisfaction and employee outcomes in the form of self-reported work performance, affective organizational commitment and turnover intention. A crosssectional survey of 593 employees from 64 Norwegian savings banks showed that performance appraisal satisfaction was directly related to affective commitment and turnover intention. The relationship between performance appraisal satisfaction and work performance, however, was both mediated and moderated by employees’ intrinsic work motivation. The form of the moderation revealed a negative relationship for employees with low intrinsic motivation and a positive relationship for those with high intrinsic motivation. Implications for practice and directions for future research are discussed. Keywords Performance appraisal; intrinsic motivation; affective commitment; work performance; turnover intention.
Performance appraisal (PA) is among the most important Human Resource (HR) practices (Boswell and Boudreau, 2002; Judge and Ferris, 1993) and one of the more heavily researched topics in work psychology (Fletcher, 2002). PA has increasingly become part of a more strategic approach to integrating HR activities and business policies and may now be seen as a generic term covering a variety of activities through which organizations seek to assess employees and develop their competence, enhance performance and distribute rewards (Fletcher, 2001). Thus, both practice and research have moved away from a narrow focus on psychometric and evaluation issues to developmental PA (e.g., Fletcher, 2001; Lefkowitz, 2000; Levy and Williams, 2004; Waal, 2003), which may be deﬁned as any effort concerned with...