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Relationships among performance appraisal satisfaction, work–family conflict and job stress

Ismail, H.; Gali, N.

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Authors

H. Ismail

N. Gali



Abstract

The purpose of this paper is to examine the relationship between performance appraisal satisfaction, job stress and work–family conflict. Furthermore, the study explores the role of job stress as a mediator between satisfaction with performance appraisal and work–family conflict. The total sample consisted of 120 participants from different industries. The findings revealed that performance appraisal satisfaction was negatively correlated with job stress and work–family conflict. However, job stress fully mediated the relationship between performance appraisal satisfaction and work–family conflict. The study contributes to the limited body of knowledge on employee reactions to performance appraisal and in particular, performance appraisal satisfaction. The findings can help to shed more light on the relationship between performance appraisal satisfaction and employees’ psychological responses.

Citation

Ismail, H., & Gali, N. (2017). Relationships among performance appraisal satisfaction, work–family conflict and job stress. Journal of Management and Organization, 23(3), 356-372. https://doi.org/10.1017/jmo.2016.15

Journal Article Type Article
Acceptance Date Mar 16, 2016
Online Publication Date Jul 29, 2016
Publication Date May 1, 2017
Deposit Date Apr 13, 2016
Publicly Available Date Nov 1, 2016
Journal Journal of Management and Organization
Print ISSN 1833-3672
Electronic ISSN 1839-3527
Publisher Cambridge University Press
Peer Reviewed Peer Reviewed
Volume 23
Issue 3
Pages 356-372
DOI https://doi.org/10.1017/jmo.2016.15
Public URL https://durham-repository.worktribe.com/output/1406931

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Copyright Statement
This article has been published in a revised form in Journal of management and organization https://doi.org/10.1017/jmo.2016.15. This version is free to view and download for private research and study only. Not for re-distribution, re-sale or use in derivative works. © Cambridge University Press and Australian and New Zealand Academy of Management 2016




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