Improving the Climate of Organizational Work Units through Socially Constructed Performance Appraisals

Abstract

This research study aimed to explore the socially constructed performance appraisal strategies human resource managers need to improve the organizational work unit climate. Socially constructed performance appraisal strategies advocate for the employee based on social context, societal norms, and values. The methodology used was a qualitative exploratory study that explored the experiences of fifteen human resource managers, consultants, and practitioners who had knowledge, developed, or implemented socially constructed performance appraisal processes and practices to improve the organizational work unit climate. The theoretical basis for the research study was centered on three concepts--performance appraisal, organizational work unit climate, and performance appraisal strategies---and how organizational control theory intertwined with social exchange theory related to an organization’s performance appraisal practices, which influence employees’ perceptions of accuracy, trust, and fairness. The findings show the emergence of several themes, including challenges associated with the performance appraisal process, socially constructed performance appraisal characteristics, effective strategies for improving the organizational work unit climate, assessment of a socially constructed performance appraisal process, and the importance of social exchange theory when designing and administering socially constructed performance appraisal processes. Additional examination focused on the correlation between the organizational work unit climate and organization performance before and after the application of socially constructed performance appraisal process strategies.