Figure 1.
The conceptual framework presents relationships among organisational appraisal factors, employee experiences, management processes, and psychological contract elements. At the centre is an oval labelled Annual Performance Appraisal Process. Multiple arrows connect this central process with surrounding components. A box labelled Literature re P A Management issues connects to Company H R Policy, Manager Employee P A meeting, and Annual Performance Appraisal Process. Company H R Policy connects downward to Annual Performance Appraisal Process and diagonally to Manager Employee P A meeting. Manager Employee P A meeting connects to Annual Performance Appraisal Process, Senior Management Approval, and Management Authenticity. Management Authenticity and Senior Management Approval are connected by a two directional arrow. Annual Performance Appraisal Process connects with Employee Expectations Pre, Post, Employee A R Experience Pre, Post, and Colleagues Pre, Post. Employee Expectations Pre, Post and Colleagues Pre, Post are connected by a two directional arrow. Employee A R Experience Pre, Post and Colleagues Pre, Post are connected by a two directional arrow. Employee A R Experience Pre, Post connects downward to Psychological Contract. Psychological Contract connects upward to Employee Expectations Pre, Post. Multiple arrows indicate reciprocal and directional relationships among appraisal processes, employee perceptions, management structures, and organisational expectations.Web of meta-communication surrounding performance appraisals
Source:Illingworth, White, & Cook (2019)