Performance management fairness and burnout

Implications for organizational citizenship behaviors

Robin Bauwens*, Mieke Audenaert, Jeroen Huisman, Adelien Decramer

*Corresponding author for this work

Research output: Contribution to journalArticleScientificpeer-review

Abstract

Drawing upon organizational justice theory, we examine how perceptions of performance management fairness affect burnout and organizational citizenship behaviors among academic employees. Data from 532 academic employees from a university in Flanders (Belgium) were analyzed using structural equation modeling. Academic employees experience less burnout when performance management fairness is perceived as high. Performance management distributive and interactional fairness increase organizational citizenship behaviors by reducing burnout and supporting partial mediation. Higher education institutions should carefully design and implement performance management systems with fair outcomes, procedures and treatment of employees. Our findings stress the importance of fair performance management systems and offer new insights on how these systems affect employee outcomes.

Original languageEnglish
Pages (from-to)584-598
JournalStudies in Higher Education
Volume44
Issue number3
DOIs
Publication statusPublished - 2019

Keywords

  • Performance management
  • organizational justice theory
  • burnout
  • OCB
  • STEM
  • SEM
  • HIGHER-EDUCATION
  • MEDIATING ROLE
  • JUSTICE
  • CONSEQUENCES
  • EXCHANGE
  • CULTURE
  • HRM
  • INJUSTICE
  • SYSTEMS
  • SERVICE

Cite this

Bauwens, Robin ; Audenaert, Mieke ; Huisman, Jeroen ; Decramer, Adelien. / Performance management fairness and burnout : Implications for organizational citizenship behaviors. In: Studies in Higher Education. 2019 ; Vol. 44, No. 3. pp. 584-598.
@article{e596519ddea948d99018715c07e3ad2b,
title = "Performance management fairness and burnout: Implications for organizational citizenship behaviors",
abstract = "Drawing upon organizational justice theory, we examine how perceptions of performance management fairness affect burnout and organizational citizenship behaviors among academic employees. Data from 532 academic employees from a university in Flanders (Belgium) were analyzed using structural equation modeling. Academic employees experience less burnout when performance management fairness is perceived as high. Performance management distributive and interactional fairness increase organizational citizenship behaviors by reducing burnout and supporting partial mediation. Higher education institutions should carefully design and implement performance management systems with fair outcomes, procedures and treatment of employees. Our findings stress the importance of fair performance management systems and offer new insights on how these systems affect employee outcomes.",
keywords = "Performance management, organizational justice theory, burnout, OCB, STEM, SEM, HIGHER-EDUCATION, MEDIATING ROLE, JUSTICE, CONSEQUENCES, EXCHANGE, CULTURE, HRM, INJUSTICE, SYSTEMS, SERVICE",
author = "Robin Bauwens and Mieke Audenaert and Jeroen Huisman and Adelien Decramer",
year = "2019",
doi = "10.1080/03075079.2017.1389878",
language = "English",
volume = "44",
pages = "584--598",
journal = "Studies in Higher Education",
issn = "0307-5079",
publisher = "Routledge",
number = "3",

}

Performance management fairness and burnout : Implications for organizational citizenship behaviors. / Bauwens, Robin; Audenaert, Mieke; Huisman, Jeroen; Decramer, Adelien.

In: Studies in Higher Education, Vol. 44, No. 3, 2019, p. 584-598.

Research output: Contribution to journalArticleScientificpeer-review

TY - JOUR

T1 - Performance management fairness and burnout

T2 - Implications for organizational citizenship behaviors

AU - Bauwens, Robin

AU - Audenaert, Mieke

AU - Huisman, Jeroen

AU - Decramer, Adelien

PY - 2019

Y1 - 2019

N2 - Drawing upon organizational justice theory, we examine how perceptions of performance management fairness affect burnout and organizational citizenship behaviors among academic employees. Data from 532 academic employees from a university in Flanders (Belgium) were analyzed using structural equation modeling. Academic employees experience less burnout when performance management fairness is perceived as high. Performance management distributive and interactional fairness increase organizational citizenship behaviors by reducing burnout and supporting partial mediation. Higher education institutions should carefully design and implement performance management systems with fair outcomes, procedures and treatment of employees. Our findings stress the importance of fair performance management systems and offer new insights on how these systems affect employee outcomes.

AB - Drawing upon organizational justice theory, we examine how perceptions of performance management fairness affect burnout and organizational citizenship behaviors among academic employees. Data from 532 academic employees from a university in Flanders (Belgium) were analyzed using structural equation modeling. Academic employees experience less burnout when performance management fairness is perceived as high. Performance management distributive and interactional fairness increase organizational citizenship behaviors by reducing burnout and supporting partial mediation. Higher education institutions should carefully design and implement performance management systems with fair outcomes, procedures and treatment of employees. Our findings stress the importance of fair performance management systems and offer new insights on how these systems affect employee outcomes.

KW - Performance management

KW - organizational justice theory

KW - burnout

KW - OCB

KW - STEM

KW - SEM

KW - HIGHER-EDUCATION

KW - MEDIATING ROLE

KW - JUSTICE

KW - CONSEQUENCES

KW - EXCHANGE

KW - CULTURE

KW - HRM

KW - INJUSTICE

KW - SYSTEMS

KW - SERVICE

UR - https://app-eu.readspeaker.com/cgi-bin/rsent?customerid=10118&lang=en_us&readclass=rs_readArea&url=https%3A%2F%2Fwww.tandfonline.com%2Fdoi%2Ffull%2F10.1080%2F03075079.2017.1389878

U2 - 10.1080/03075079.2017.1389878

DO - 10.1080/03075079.2017.1389878

M3 - Article

VL - 44

SP - 584

EP - 598

JO - Studies in Higher Education

JF - Studies in Higher Education

SN - 0307-5079

IS - 3

ER -