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A few years ago, several high-profile companies like Deloitte, Accenture, and GE announced that they were doing away with the annual performance appraisal. They argued that employees didn't like receiving them and managers hated giving them. Now, imagine that you work for a company that claims it has eliminated the annual performance appraisal. Instead, leadership indicates that your company will be moving to an ongoing feedback model. Recently, you learn from a friend that the company is still conducting annual performance appraisals for employees for administrative purposes (e.g., determining promotions, terminating employees). However, each annual performance appraisal now happens without the employee present. A team of managers rates each employee and then inputs the ratings into each employee's permanent file. Most employees do not know that the company is doing this. Now consider the implications of your company's new approach to performance management on employees' perceptions of organizational justice. Specifically, how do you think your company's new approach to performance management will affect employees' perceptions of distributive justice, procedural justice, and interactional justice? Why?
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This Case Study focuses on various issues related to Labour Unrest at Maruti Suzuki India Limited.
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