The role of management communication as a key influence on performance appraisal integrity and employee performance.

This research will examine the employee perspective of the expectations, both positive and negative, of the Performance Appraisal in the
context of Social Capital Theory that impacts on the Psychological Contract where promises, perceived or actual, are made to motivate
employees. The Performance Appraisal is defined as a meeting to review work-related performance with their line manager. Whether 100
years ago or today, it appears that the accuracy of the Performance Appraisal relies on recollections and general memory of events, which
in turn relies on social networks as a communication tool to influence positively or negatively on the evaluations in peoples’ minds.
Socialising of a person’s memory influences perceptions which, in turn, influences the ratings given.
This research will include the context of management promises, whether implicit or explicit, made during the Performance Appraisal
process. Management, or mismanagement of these, will be explored as the source of employee engagement and impact on employee
performance through engagement of the ensuing Psychological Contract. The findings are expected to show that there is work to be done
in the realms of management communication, which aligns to the purpose of the Performance Appraisal, focusing on improving and
maintaining employee performance levels. It is anticipated that the findings will identify that management are not being held accountable
for promises, whether implied or actual, which directly impacts on employee engagement, productivity, and view of management integrity
within the workplace.