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Home»Articles»Perception and its Impact on Satisfaction on Performance Appraisal in Real Estate Industry in South India

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Asian Review of Social Sciences (ARSS)

Editor Dr. Lakshmi Narayanan
Print ISSN : 2249 – 6319
Frequency : Quarterly

Perception and its Impact on Satisfaction on Performance Appraisal in Real Estate Industry in South India

Author : R. Sridhar and N. Elangovan
Volume 8 No.1 Special Issue:February 2019 pp 60-63

Abstract

Traditionally, real estate industry is managed by small time entrepreneurs and considered as unorganized industry. However, in the last few decades, the real estate industry has become organized sector with many corporate houses started doing business and offering employment to millions. Like any other organized industry, Real estate industry too started practicing performance appraisal to reward their employees and to align their goal with the organization. The nature of the business allows the organizations in Real Estate industry to have diversified work groups. Thus, organization’s role on implementing better performance appraisal system becomes inevitable. This study aims at identifying the perception of the real estate employees on performance appraisal system, organizational role in educating the employee on performance appraisal system and their impact on the satisfaction of the employee on the performance appraisal system practiced in Real Estate companies

Keywords

Perception, Performance Appraisal, Real Estate

Full Text:

References

[1] Aly, N. A. E. F. M., & El-Shanawany, S. M. (2016). The Influence of Performance Appraisal Satisfaction on Nurses’ Motivation and Their Work Outcomes in Critical Care and Toxicology Units. European Scientific Journal, ESJ, 12(20).
[2] Bretz, R. D., Milkovich, G. T. and Read, W. (1992). The Current State of Performance Appraisal Research and Practice: Concerns, Directions and Implications, Centre for Advanced Human Resource Studies.
[3] Cawley, B. D., Keeping, L. M. and Levy, P. E. (1998). Participation in the performance appraisal process and employee reactions: a meta-analytic review of field investigations. Journal of Applied Psychology, 83(4), 615-33.
[4] De Cremer, D., Brockner, J., Fishman, A., Van Dijke, M., van Olffen, W., & Mayer, D. M. (2010). When do procedural fairness and outcome fairness interact to influence employees’ work attitudes and behaviors? The moderating effect of uncertainty. Journal of Applied Psychology, 95(2), 291-304.Deprez-Sims.
[5] Jawahar, I. M. (2007). The influence of perceptions of fairness on performance appraisal reactions, Journal of Labour Research, 28(4), 735-54.
[6] Landy, F. J., & Farr, J. L. (1980). Performance rating. Psychological Bulletin, 87(1), 72.
[7] Murphy, K.R. and Cleveland, J.N., (1995), Understanding performance appraisal: social, organizational and goal-based perspectives. Sage, Thousand Oaks, CA
[8] Panggabean, M. S. (2001). Performance Appraisal. Manajemen Krida Wacana, 1(2).
[9] Skarlicki D P and Folger R (1997), Retaliation in the Workplace: The Roles of Distributive, Procedural and Interactional Justice, Journal of Applied Psychology, 82, 434-443
[10] Smither, J. W. (Ed.). (1998). Performance appraisal: State of the art in practice. Pfeiffer.
[11] Shrivastava, A. A., & Purang, P. P. (2011). Employee perceptions of performance appraisals: A comparative study on Indian banks. The International Journal of Human Resource Management, 22(3), 632-647.
[12] Taylor, M.S., Tracy, K.B., Harrison, J.K. and Carroll, S.J. (1995), Due process in performance appraisal: a quasi-experiment in procedural justice, Administrative Science Quarterly, 40(3), 495-523
[13] Thurston Jr., P. W., & McNall, L. (2010). Justice perceptions of performance appraisal practices. Journal of Managerial Psychology, 25(3), 201-228. Weiss,
[14] Walsh, M. B. (2003). Perceived fairness of and satisfaction with employee performance appraisal.

Asian Review of Social Sciences (ARSS) is a quarterly international peer-reviewed journal of Social Sciences. One of the objectives of this journal is to disseminate knowledge on various research issues connected with the topics include, but are not limited to:

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Traditionally, real estate industry is managed by small time entrepreneurs and considered as unorganized industry. However, in the last few decades, the real estate industry has become organized sector with many corporate houses started doing business and offering employment to millions. Like any other organized industry, Real estate industry too started practicing performance appraisal to reward their employees and to align their goal with the organization. The nature of the business allows the organizations in Real Estate industry to have diversified work groups. Thus, organization’s role on implementing better performance appraisal system becomes inevitable. This study aims at identifying the perception of the real estate employees on performance appraisal system, organizational role in educating the employee on performance appraisal system and their impact on the satisfaction of the employee on the performance appraisal system practiced in Real Estate companies

Editor-in-Chief
Dr. Lakshmi Narayanan
Department of Social Sciences, College of Arts and Applied Sciences, Dhofar University, Oman
[email protected]
Editorial Advisory Board
Dr. Mashitah Binti Hamidi
Department of Social Administration and Justice, University of Malaya, Malaysia
[email protected]
Dr. Jillian Ooi Lean Sim
Department of Geography, University of Malaya, Malaysia
[email protected]
Dr. Haris Bin Abd Wahab
Department of Social Administration and Justice, University of Malaya, Malaysia
[email protected]
Dr. Mohana Dass Ramasamy
Department of Indian Studies, University of Malaya, Malaysia
[email protected]
Dr. Ma Tin Cho Mar @ Noorjahan Bi Bi
Department of South East Asian Studies, University of Malaya, Malaysia
[email protected]
Dr. Asbah Binti Razali
Department of Anthropology and Sociology, University of Malaya, Malaysia
[email protected]
Dr. Azharudin Bin Mohamed Dali
Department of History, University of Malaya, Malaysia
[email protected]
Dr. Hasmah Binti Zanuddin
Department of Media Studies, University of Malaya, Malaysia
[email protected]

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    Editorial Note

    Editorial Dr. Lakshmi Narayanan

    Editor-in-Chief
    Dr. Lakshmi Narayanan
    Department of Social Sciences, College of Arts and Applied Sciences, Dhofar University, Oman
    [email protected]
    Editorial Advisory Board
    Dr. Mashitah Binti Hamidi
    Department of Social Administration and Justice, University of Malaya, Malaysia
    [email protected]
    Dr. Jillian Ooi Lean Sim
    Department of Geography, University of Malaya, Malaysia
    [email protected]
    Dr. Haris Bin Abd Wahab
    Department of Social Administration and Justice, University of Malaya, Malaysia
    [email protected]
    Dr. Mohana Dass Ramasamy
    Department of Indian Studies, University of Malaya, Malaysia
    [email protected]
    Dr. Ma Tin Cho Mar @ Noorjahan Bi Bi
    Department of South East Asian Studies, University of Malaya, Malaysia
    [email protected]
    Dr. Asbah Binti Razali
    Department of Anthropology and Sociology, University of Malaya, Malaysia
    [email protected]
    Dr. Azharudin Bin Mohamed Dali
    Department of History, University of Malaya, Malaysia
    [email protected]
    Dr. Hasmah Binti Zanuddin
    Department of Media Studies, University of Malaya, Malaysia
    [email protected]

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