Employee Equity Perception Towards Performances Management And Association With Organizational Commitment With References To Federal Government Ministries Of Ethiopia

The purpose of this study is to examine the relationship between components ofrnorganizational commitment and equity perception of public sector employees towardrnperformances management system and practices. Though there are several theoretical andrnempirical literature on performance management and organizational commitment, there hasrnnot been any similar study on public sector organizations in Ethiopian context. Therefore,rnthis study could make important contribution by filling the gaps in studies relating tornperformance management system and organizational commitment in Ethiopian public sector.rnEvidence suggests that performance evaluations are often inaccurate and manipulated, thusrnaffecting employee attitudes and behaviors. This study examines the effects of employeernperception of performance appraisals and on organizational commitment.rnQuestionnaire was distributed to a sample of One hundred twenty employees of various ages,rnbackgrounds, experiences and both genders were conveniently selected for the questionnairernsurvey. The questionnaire used for the survey consists of four parts: measures of perceptionrnof performance appraisal, affective commitment, normative commitment, continuancesrncommitment and demographic Variables.rnCorrelation model was used to analyze the quantitative data obtained through questionnairernsurvey and to test the hypotheses in order to examine the effects of performance appraisalrnsystem on different aspects of organizational commitment. The results indicated that whenrnemployees perceived of performance appraisal ratings as fair in terms of procedural,rninteractional and distributional justices /equity, all models of organizational commitmentrnincreased. Furthermore, when employees perceived performance management as unfair inrnterms of procedural, interactional and distributional justices /equity, their organizationalrncommitment decreased. Therefore, this study recommends that in order to improvernemployees‟ commitment, managers should ensure fairness in performance managmentrnprocess and avoid unwarranted political intervention and manipulations, uninformedrndecision, personal bias and unfair distribution of promotion and rewards in an organizations.rnIn addition, the performance appraisal system, evaluation criteria and methods used by publicrnsector organizations should be revised and improved.rnKeyrnwords:rnEquityrnperceptionrnrnperformancesrncommitmentrnrnmanagementrnorganizational

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