The Impact of Interactional Fairness in Performance Management on Employee’s Thriving at Work
DOI:
https://doi.org/10.54097/nr39hk08Keywords:
Performance Management, Interactional Fairness, Thriving at Work, Perceived Insider Status.Abstract
In the enterprise context, employees interact daily with a variety of individuals, including managers, colleagues, and subordinates. Interactional fairness directly affects employees' experiences and perceptions in daily interpersonal interactions, thereby influencing the organization's overall performance and competitiveness. Therefore, interactional fairness is the dimension that best reflects employees' perceptions of organizational justice. Performance management is a critical component of enterprise management, encompassing four stages: planning, monitoring, evaluation, and feedback. Performance communication serves as the bridge connecting these stages, and effective performance communication is a key manifestation of interactional fairness. Only when interactional fairness is achieved can performance management maintain a virtuous cycle. Hence, studying interactional fairness within the performance management context is of great significance. Grounded in performance management fairness theory and social exchange theory, this study distributed questionnaires through both online and offline channels and collected sample data from 316 enterprise employees. A research model was constructed involving interactional fairness of performance management, perceived insider status, and thriving at work, aiming to explore the impact of interactional fairness in performance management on employees' thriving at work, and further examine the mediating role of perceived insider status in this relationship. Statistical analyses were conducted using SPSS 23.0, AMOS 24.0, and PROCESS 3.3. The results showed that: (1) interactional fairness of performance management had a significant positive effect on employees' thriving at work; (2) interactional fairness of performance management had a significant positive effect on employees' perceived insider status; (3) employees' perceived insider status positively affected their thriving at work; and (4) perceived insider status partially mediated the relationship between interactional fairness of performance management and employees' thriving at work. These findings provide implications for organizations to foster a fair performance management climate and enhance employees' thriving at work.
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