| Summary: | 博士 === 國立臺灣大學 === 商學研究所 === 88 === The increasing acceptance of concepts of democracy and law abidance has fostered attention on the issue of procedural justice by organizational members as one of the key topics of managerial decision making. This study utilizes performance appraisal as research contexts and examines the antecedents and the consequences of ratees’ perceived procedural justice. Employees from 30 Taiwanese companies were sampled. There were 324 effective responses. Results from data analyses showed that: (1) The more a ratee perceived the effectiveness of criteria of performance appraisal (i.e., the concreteness, relevance, and consistency of the indicators), the more he or she perceived procedural justice in the performance appraisal process. (2) The more a ratee perceived his or her supervisor showed favoritism in performance appraisal process, the less he or she perceived procedural justice. (3) The more a ratee perceived procedural justice in performance appraisal process, the more he or she was satisfied in it. (4) Gender showed a moderating effect on the relationship between perceived procedural justice and organizational commitment. The more a male ratee perceived procedural justice in the performance appraisal process, the more he committed to the company. On the other hand, the relationship between perceived procedural justice and organizational commitment for a female ratee was not statistically significant. This study discussed research findings both in terms of theoretical development and of practical management implications.
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