creator Sanders, Emily Kathleen 2022 Spring 2022 Dissertation Illinois Institute of Technology PSYC / Psychology advisor Landis, Ronald S. Psychology Organizational behavior Employee Reactions Fairness LMX Numeric Ratings Performance Appraisal Performance Ratings en Numeric performance ratings have been a component of performance evaluation for decades (Prowse & Prowse, 2009; Pulakos, Mueller-Hanson & Arad, 2019). Yet, in recent years their necessity has been questioned (Adler, Campion, Colquitt, Grubb, Murphy, Ollander-Krane, & Pulakos, 2016), with some organizations going so far as to remove numeric ratings entirely (Capelli & Tavis, 2016; Rock, Davis & Jones, 2014; Burkus, 2016). Unfortunately, this practice has been largely unexamined in an empirical manner. The present study tested whether the claim – that numeric ratings do not matter – holds up in all cases. This is done by exploring whether the presence or absence of numeric ratings, impacts employee perceptions of fairness associated with the appraisal. As numeric ratings are argued to be a mechanism for communicating a fair, standard, and consistent practice, the study aimed to understand if the mere presence of numeric ratings may offset some of the negative reaction employees have toward performance appraisal when they have poor-quality relationships with their supervisors. Findings indicated that while employee-manager relationship quality (assessed via Leader-Member Exchange) has a direct relationship with perceptions of fairness associated with the appraisal, the presence of numeric ratings did not moderate this relationship. Practical implications and future research recommendations are discussed. born digital application/pdf In Copyright http://rightsstatements.org/page/InC/1.0/ Restricted Access http://hdl.handle.net/10560/islandora:1024940