Procedural fairness of objective and subjective performance evaluations: Exploring the combined effects of uncertainty and trust (notice n° 345022)
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| fixed length control field | 04163cam a2200313 4500500 |
| 005 - DATE AND TIME OF LATEST TRANSACTION | |
| control field | 20250118022718.0 |
| 041 ## - LANGUAGE CODE | |
| Language code of text/sound track or separate title | fre |
| 042 ## - AUTHENTICATION CODE | |
| Authentication code | dc |
| 100 10 - MAIN ENTRY--PERSONAL NAME | |
| Personal name | Langevin, Pascal |
| Relator term | author |
| 245 00 - TITLE STATEMENT | |
| Title | Procedural fairness of objective and subjective performance evaluations: Exploring the combined effects of uncertainty and trust |
| 260 ## - PUBLICATION, DISTRIBUTION, ETC. | |
| Date of publication, distribution, etc. | 2021.<br/> |
| 500 ## - GENERAL NOTE | |
| General note | 78 |
| 520 ## - SUMMARY, ETC. | |
| Summary, etc. | Les recherches empiriques sur les coûts et avantages des évaluations de performance subjectives comparées à objectives ont produit des résultats qui restent mitigés. Pour éclairer ce débat, nous examinons les effets de ces deux types d’évaluation sur la perception de justice procédurale des managers dans différents contextes combinant incertitude et confiance. L’objectif est, d’une part, d’identifier si un type d’évaluation de performance est perçue comme plus juste que l’autre dans certains contextes et, d’autre part, d’explorer comment ces perceptions de justice se forment.Pour traiter ces deux questions, nous analysons les données quantitatives et qualitatives recueillis auprès de 418 managers à l’aide d’un questionnaire basé sur des scénarios. Nos résultats montrent que les évaluations subjectives sont perçues comme plus justes que les évaluations objectives par les managers confrontés à des situations de forte incertitude et qui ont confiance dans leur supérieur. A l’inverse, les évaluations objectives sont perçues comme plus justes dans les situations où incertitude et confiance sont tous les deux faibles. Nos résultats montrent également que les managers forment leur jugement de justice en considérant deux dimensions : ils perçoivent que les évaluations subjectives leur offrent la possibilité d’exprimer leur point de vue, alors que les évaluations purement objectives sont vues comme plus précises et moins biaisées.Globalement, ces résultats suggèrent que les organisations peuvent améliorer leurs systèmes d’évaluation des performances, soit en utilisant les mesures appropriées au contexte, soit en agissant sur l’incertitude et/ou la confiance. |
| 520 ## - SUMMARY, ETC. | |
| Summary, etc. | Empirical research on the costs and benefits of subjective compared to objective performance evaluations has produced results that remain mixed. To shed light on this debate, we examine the effects of these two types of evaluation on managers’ perceived procedural fairness in different contexts combining uncertainty and trust. The purpose is, on the one hand, to identify whether one type of evaluation is perceived as fairer than the other in certain contexts and, on the other hand, to explore how these fairness judgments are formed.To address these two questions, we analyze quantitative and qualitative data collected from 418 managers with a scenario-based questionnaire. Our results show that subjective evaluations are perceived as fairer than objective ones by managers who are faced with situations of high uncertainty and who trust their superior. Conversely, objective evaluations are perceived as fairer in situations where both trust and uncertainty are low. Our results also show that managers form their fairness judgments by considering two dimensions: they perceive that subjective evaluations give them the opportunity to express their point of view, and that objective evaluations are more accurate and less biased.Overall, these results suggest that organizations can improve their performance evaluation systems, either by using criteria appropriate to the context or by acting on uncertainty and/or trust. |
| 690 ## - LOCAL SUBJECT ADDED ENTRY--TOPICAL TERM (OCLC, RLIN) | |
| Topical term or geographic name as entry element | subjectivité |
| 690 ## - LOCAL SUBJECT ADDED ENTRY--TOPICAL TERM (OCLC, RLIN) | |
| Topical term or geographic name as entry element | justice procédural |
| 690 ## - LOCAL SUBJECT ADDED ENTRY--TOPICAL TERM (OCLC, RLIN) | |
| Topical term or geographic name as entry element | confiance. |
| 690 ## - LOCAL SUBJECT ADDED ENTRY--TOPICAL TERM (OCLC, RLIN) | |
| Topical term or geographic name as entry element | objectivité |
| 690 ## - LOCAL SUBJECT ADDED ENTRY--TOPICAL TERM (OCLC, RLIN) | |
| Topical term or geographic name as entry element | évaluation de performance |
| 690 ## - LOCAL SUBJECT ADDED ENTRY--TOPICAL TERM (OCLC, RLIN) | |
| Topical term or geographic name as entry element | incertitude |
| 690 ## - LOCAL SUBJECT ADDED ENTRY--TOPICAL TERM (OCLC, RLIN) | |
| Topical term or geographic name as entry element | subjectivity |
| 690 ## - LOCAL SUBJECT ADDED ENTRY--TOPICAL TERM (OCLC, RLIN) | |
| Topical term or geographic name as entry element | trust. |
| 690 ## - LOCAL SUBJECT ADDED ENTRY--TOPICAL TERM (OCLC, RLIN) | |
| Topical term or geographic name as entry element | uncertainty |
| 690 ## - LOCAL SUBJECT ADDED ENTRY--TOPICAL TERM (OCLC, RLIN) | |
| Topical term or geographic name as entry element | objectivity |
| 690 ## - LOCAL SUBJECT ADDED ENTRY--TOPICAL TERM (OCLC, RLIN) | |
| Topical term or geographic name as entry element | procedural fairness |
| 700 10 - ADDED ENTRY--PERSONAL NAME | |
| Personal name | Mendoza, Carla |
| Relator term | author |
| 786 0# - DATA SOURCE ENTRY | |
| Note | Comptabilité Contrôle Audit | 27 | 2 | 2021-05-11 | p. 111-154 | 1262-2788 |
| 856 41 - ELECTRONIC LOCATION AND ACCESS | |
| Uniform Resource Identifier | <a href="https://shs.cairn.info/revue-comptabilite-controle-audit-2021-2-page-111?lang=en&redirect-ssocas=7080">https://shs.cairn.info/revue-comptabilite-controle-audit-2021-2-page-111?lang=en&redirect-ssocas=7080</a> |
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