• Journal of Distribution Science
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• v.14 no.12
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• pp.141-151
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• 2016

Purpose - Salesperson perceptions of the fairness and accuracy of a performance evaluation system were examined by managerial and professional employees of large organization. The performance evaluation process is central to many personal decisions such as attitude for job and sales performance. This study investigates the relationship between perceived evaluation fairness, job satisfaction, organizational commitment, and sales performance. The main purpose of this study is to develop and empirically test a comprehensive model of salespersons' perceived evaluation fairness on sales performance. For this purpose, we identified the structural relationship between perceived evaluation fairness, job satisfaction, organizational commitment, and sales performance. Also we investigate the mediating effects on job satisfaction and organizational commitment between perceived evaluation fairness and sales performance. Research design, data, and methodology - To empirically test these relationships, data were collected by in-depth interviews from sales managers and questionnaire surveys from 300 salespersons who work for sales area (credit card company, insurance company). Demographically, the overall sample was 91.6% female, 77.9% 30s and 40s, and 34% college educated, with an average tenure with their present organizations of 4 years. The questionnaire was composed of total 20 items dealing with frequency, quality, and consequences of perceived evaluation fairness, job satisfaction, organizational commitment, and sales performance. To test the research hypotheses, collected data analyzed by confirmatory factor analysis (CFA) and structure equation model (SEM). Results - Through extensive and rigorous literature review process of related literature(Perceived evaluation fairness, Job satisfaction, Organizational commitment, Sales performance), research model and research hypothesis was set up. This study obtains the following research results. First, perceived evaluation fairness has a positive effect on job satisfaction, whereas the effects of perceived evaluation fairness on organizational commitment and sales performance did not show statistically significant result. Second, job satisfaction and organizational commitment have complete mediating roles to the relationship between perceived evaluation fairness and organizational commitment, and relationship between perceived evaluation fairness and sales performance. Conclusions - Based on the results, salespersons' perceived evaluation fairness is one of the key independent variable for making high job satisfaction, organizational commitment, and sales performance. Finally the theoretical, managerial implication and research limitations are mentioned in the discussion.

• Korean Journal of Construction Engineering and Management
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• v.23 no.1
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• pp.16-27
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• 2022

This study analyzed both the legal system regarding fair trade and the types of unfair trade in the construction industry. Then, it derived the factors with which to evaluate the level of fairness. These factors were classified by each type of participant in the construction industry, such as general contractors and subcontractors, and each construction stage, such as bidding, contracting, and construction. The perceived fairness level of factors was analyzed using a survey of 238 employees of general contractors and subcontractors. Next, the study developed a fairness index for the construction industry. The index showed that subcontractors perceived the level of fairness more negatively than general contractors, but both perceived the construction stage of the industry as having the lowest level of fairness. General contractors perceived the bidding and contracting stages as having the highest fairness levels, and subcontractors perceived the contracting stage as having the highest level of fairness. The developed fairness index identified the evaluation factors that need improvement and the fairness level perceived by each type of participant at each stage of construction. The results of this study can contribute to establishing measures that improve the level of fairness in the construction industry.

• Journal of Global Scholars of Marketing Science
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• v.16 no.3
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• pp.1-16
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• 2006

Many financial service organizations use various types of penalties (e.g., late payment fee, overdraft fee), often inflicting customer complaints and, in extreme cases, attrition. This study examines how customers evaluate penalties using concepts from attribution theory and literatures of social justice and customer satisfaction/dissatisfaction. The study hypothesizes that both cognitive (i.e., attribution, perceived fairness, disconfirmation) and affective (i.e., emotion) responses influence customer's penalty judgment and tests the effect of moderation between attribution and perceived fairness on penalty judgment. The study uses a cross sectional survey design and collects data using the critical incident technique. The results show that attributions have significant moderating effects on the relationship between perceived fairness and dissatisfaction with the penalty and that perceived fairness, emotion, and attribution have a significant influence on penalty evaluation. The study provides discussion of the findings and managerial implications.

• Journal of the Korean Society of Food Culture
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• v.32 no.6
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• pp.549-557
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• 2017

As many companies are performing brand management as a marketing strategy to establish long-term relationships with their customers, consumers decide the actual purchasing behavior by understanding the brand attributes of the relevant company based on an evaluation standard of the products. This paper provides the basic data for improving the competitiveness of the coffee shop market continuously, and analyzes the influential relationships between each variable by limiting the brand attributes of the coffee shop and the price fairness factor that would be expected to affect the consumers' purchasing behavior as the cause variables. The results showed that the-out of brand attribute factors of the coffee shop, the brand awareness and perceived quality had significant effects on the price fairness while the influence of the shop image on the price fairness was not verified. In addition, all the brand awareness, shop image, and perceived quality had significant effects on the purchasing behavior while the statistical significance between price fairness and purchasing behavior was verified. The rationality of the price presented by the coffee shop could be judged depending on the quality perceived by the consumers. Similarly, once consumers classified the propriety of price and then perceived that a suitable price had been set up regarding the quality and service provided by the coffee shop, it was highly possible for them to include it in their actual purchasing behavior, despite the higher price than other brands'. Further research on the psychological variables affecting the purchasing behavior by securing more diverse consumers to understand their purchasing behavior for a wide range of research subjects and the generalization of research results, will provide useful data for establishing marketing measures necessary to form strong relationships between consumers and brand in the currently-saturated coffee shop market.

• Proceedings of the Korean Society for Quality Management Conference
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• 2010.04a
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• pp.209-217
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• 2010

The importance of performance management has been on the rise, which led to public sectors utilizing BSC performance management system as a tool for adaptability, effectiveness, efficiency, and reorganizational abilities by the public sectors. However, due to lack of fairness of evaluation of performance management, it is difficult to expect high level of acceptance by organizations. Therefore, the purpose of the research is to analyze the acceptance of performance management system by organizations via stabilizing the system within the organization group. The research will utilize BSC performance management system of private sectors to introduce the system to public sectors to show the correlation between fairness of performance management and acceptance of performance management. Theoretical background for correlation between fairness of performance management and acceptance of performance management was created through reviews of documents and theories focusing on performance management. The methodology of the research was shaped through surveying members of organizations of public sectors. To analyze the findings of the data SPSS was exploited to find the statistics regarding frequency, degree of reliability, relevance, and recurrence. To summarize the research findings, the perception of performance management by organization members of public sectors shows positive correlation between fairness and acceptance of performance management, also acceptance of performance management shows positive correlation regards to organization performance. In spite of the findings of the research, the fairness and distribution of performance management was not great. Limitation occurred due to lack of perception and knowledge of performance management of respondents of the survey.

• Journal of Digital Convergence
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• v.11 no.7
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• pp.83-95
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• 2013

Supply chain management for engineering project focuses on planning acquisitions, identifying and choosing the right suppliers and subcontractors, planning and negotiating appropriate contracts, and administering the collaboration with the suppliers and subcontractors. This paper aims to identify the determinants of SCM performance of the suppliers and subcontractors participating in the project-based supply chain. This study proposes the absorptive capacity, fairness of suppliers' evaluation, the quality of collaboration and incentives as major research variables, and collected the survey responses from the suppliers and subcontractors having experiences with major engineering projects. The statistical results indicate that the incentives, absorptive capacity and the quality of collaboration influence SCM performance of suppliers, and that the fairness of suppliers' evaluation has some impact on the incentives and the absorptive capacity. But on the contrary to our expectation, the incentives have no significant impact on the level of absorptive capacity.

• Management & Information Systems Review
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• v.12
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• pp.77-99
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• 2003

This study has uncovered some important relationships among employees perceptions of distributive justice and procedural justice and organizational commitment and job satisfaction and organizational effectiveness. The present study attempts, first, to identify the perceived justice in promotion and transfer, performance evaluation, pay raise, job allocation and job fire. Second, to determine the relative importance of DJ(distributive justice) and PJ(procedural justice). Add to that two's justice's impact organizational committment, job satisfaction and to examine relationships of organizational committment, job satisfaction. Third, to examine relationships of organizational committment, job satisfaction and organizational effectiveness. The research is the identification of a modest but significant relationship between the two justice and organizational commitment and job satisfaction and organizational effectiveness. The result make it clear that employee find that right personnel management of fairness.

• Management & Information Systems Review
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• v.15
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• pp.71-90
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• 2004

This study has uncovered some important relationships among employees perceptions of distributive justice and procedural justice and organizational effectiveness. The present study attempts, first, to identify the perceived justice in promotion and transfer, performance evaluation, pay raise, job allocation and job fire. Second, to determine the relative importance of distributive justice and procedural justice. relationships of organizational effectiveness. The research is the identification of a modest but significant relationship between the two justice and organizational effectiveness. The result make it clear that employee find that right personnel management of fairness. To summarize the result of three variables's relationship influence is as below. The results indicated that perceptions of procedural justice as much organizational effectiveness than do perceptions of distributive justice. As also predicted, the perception of distributive justice did not impact organizational effectiveness. Therefore, Partially supporting the hypothesis. The research implications of these study suggest that great causality should be this paper' research model in three variables. The result indicate that manager must pay attention to employees perceptions of procedural justice and distributive justice.

• The Korean Journal of Applied Statistics
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• v.24 no.2
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• pp.435-443
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• 2011

On March 2011, an annual salary plan was applied to new faculty members in National Colleges and Universities. In 2015, all tenured faculty members will receive salaries based on annual performance evaluations. The efforts and accomplishments of faculty are normally assessed according to a standard formula of 40% teaching, 40% research and 20% service. In almost all colleges and universities, student course evaluations may be considered as the only measure of the perceived quality of the courses offered by the faculty member. The mandatory course evaluations are becoming prevalent in Korea. The results of course evaluations do not reflect the fairness and the appropriateness of the quality of the course taught by the faculty member and should not be considered under the teaching evaluation criteria.

• Korean Journal of Comparative Education
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• v.28 no.2
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• pp.1-21
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• 2018

The purpose of this study is to explore secondary school teachers' perceptions of student evaluations, focusing especially on students' performance in the classroom. The study selected Germany as a representative country where teachers' performance evaluation strongly affects students' school pathways. The researchers selected 4 English teachers and conducted in-depth interviews with them. The results indicated that German English teachers perceived students' performance as an individual evaluation and provided each student with oriented learning materials and evaluation results. The second, they used formative evaluations to confirm and motivate their students' learning process as well as peer assessments. The third, the German English teachers showed strong empowerment in the evaluation process. The fourth, they motivated to participation in-class activities teacher through performance evaluation considering fairness. Based on the results, future studies should need to observe real settings in the classroom and students' perceptions of their evaluations. the study also suggested using practical performance evaluations to enhance students' motivation and participation in the classroom. This study identified limitations of the research and made significant recommendations for future studies.