Reference health
Importance of system and leadership in performance appraisal
1 of 40 checkable references need attention · checked 2026-07-24
At the dated check, the references listed below either did not resolve in Crossref or DataCite, or carried a retraction notice. Each one is shown with the registry record that put it there.
12 without a DOI — not checked. A reference deposited without a DOI is never matched by title or guessed at; it stays outside the checked set, and this line discloses that.
References needing attention
does not resolve to a known work10.5465/256446
The 39 checked references that resolve
resolves10.1348/096317999166789
Re‐examining the components of transformational and transactional leadership using the Multifactor Leadership
resolves10.1037/0021-9010.80.4.468
Further assessments of Bass's (1985) conceptualization of transactional and transformational leadership.
resolves10.1037/0021-9010.83.4.615
Participation in the performance appraisal process and employee reactions: A meta-analytic review of field investigations.
resolves10.1037/0021-9010.86.3.386
On the dimensionality of organizational justice: A construct validation of a measure.
resolves10.1037/0021-9010.87.4.611
Trust in leadership: Meta-analytic findings and implications for research and practice.
resolves10.1016/S1053-4822(02)00070-0
Antecedents and consequences of justice perceptions in performance appraisals
resolves10.1037/0021-9010.93.3.602
Stirring the hearts of followers: Charismatic leadership as the transferal of affect.
resolves10.1108/00483481111095492
High commitment performance management: the roles of justice and trust
resolves10.1023/A:1024783324566
The Law of Unintended Consequences: The ‘Real’ Cost of Top-Down Reform
resolves10.1080/09585190903087248
How does distributive justice affect work attitudes? The moderating effects of autonomy
resolves10.1023/B:PEEV.0000032427.99952.02
Continuing Assessment of Teacher Reactions to a Standards-Based Teacher Evaluation System
resolves10.1007/s12122-007-9014-1
The Influence of Perceptions of Fairness on Performance Appraisal Reactions
resolves10.1080/09585190701392048
Lessons from management–union partnership in teacher performance appraisal in the New South Wales public education system
resolves10.1037/0021-9010.85.5.708
Performance appraisal reactions: Measurement, modeling, and method bias.
resolves10.1037/0021-9010.89.6.1057
A Covariance Structure Analysis of Employees' Response to Performance Feedback.
resolves10.1016/j.jm.2004.06.005
The Social Context of Performance Appraisal: A Review and Framework for the Future
resolves10.2307/1556364
INTEGRATING JUSTICE AND SOCIAL EXCHANGE: THE DIFFERING EFFECTS OF FAIR PROCEDURES AND TREATMENT ON WORK RELATIONSHIPS.
resolves10.1177/014920630102700201
Career-relevant learning and development, worker age, and beliefs about self-efficacy for development
resolves10.1080/09585190802051451
Employee fairness perceptions of performance appraisal: a Saint Lucian case study
resolves10.2307/1556416
A CASE FOR PROCEDURAL JUSTICE CLIMATE: DEVELOPMENT AND TEST OF A MULTILEVEL MODEL.
resolves10.1080/09243450600565746
Transformational and transactional leadership effects on teachers' job satisfaction, organizational commitment, and organizational citizenship behavior in primary schools: The Tanzanian case
resolves10.1080/09585190500144012
Performance appraisal, employee development and organizational justice: exploring the linkages
resolves10.1177/014920639902500606
Fairness Perceptions and Trust as Mediators for Transformational and Transactional Leadership: A Two-Sample Study
resolves10.1177/009102600303200105
Employee Performance Appraisal System Participation: A Technique That Works
resolves10.1016/j.tate.2010.02.011
Stimulating teachers' reflection and feedback asking: An interplay of self-efficacy, learning goal orientation, and transformational leadership
resolves10.1080/13632439769890
The Problem of Policy Implementation: The case of performance appraisal
resolves10.1111/j.1467-9299.2008.00718.x
CONTINUITY AND CHANGE: THE ROLE OF THE HR FUNCTION IN THE MODERN PUBLIC SECTOR
resolves10.1037/0022-3514.75.6.1449
When do we need procedural fairness? The role of trust in authority.
resolves10.1108/00483480710773981
Leadership style, organizational politics, and employees' performance
The 12 references without a DOI — listed, not checked
no DOI — not checkedAnderson, G.C. (1993), Managing Performance Appraisal Systems, Blackwell, Cambridge, MA.
no DOI — not checkedBeerens, D.R. (2000), Evaluating Teachers for Professional Growth: Creating a Culture of Motivation and Learning, Corwin Press, Thousand Oaks, CA.
no DOI — not checkedColby, S.A., Bradshaw, L.K. and Joyner, R.L. (2002), “Teacher evaluation: a review of the literature”, paper presented at the Annual Meeting of the American Educational Research Association, New Orleans, LA, April 1‐5.
no DOI — not checkedDanielson, C. (1996), Enhancing Professional Practice ‐ A Framework for Teaching, Association for Supervision and Curriculum Development, Alexandria, VA.
no DOI — not checkedDanielson, C. and McGreal, T.L. (2000), Teacher Evaluation to Enhance Professional Practice, Educational Testing Service, Princeton, NJ.
no DOI — not checkedDoE (2007), Omzendbrief omtrent functiebeschrijving en evaluatie ((Letter to the schools about job descriptions and evaluation)), Department of Education, Brussels.
no DOI — not checkedHalverson, R., Kelley, C. and Kimball, S. (2004), “Implementing teacher evaluation systems: how principals make sense of complex artifacts to shape local instructional practice”, in Hoy, W.K. and Miskel, C.G. (Eds), Educational Administration, Policy and Reform, Information Age Publishing, Greenwich, CT, pp. 153‐88.
no DOI — not checkedMilanowski, A.T. and Heneman, H.G. III (2001), “Assessment of teacher reactions to a standards‐based teacher evaluation system: a pilot study”, Journal of Personnel Evaluation in Education, Vol. 15 No. 3, pp. 193‐212.
no DOI — not checkedNolan, J.F. and Hoover, L.A. (2008), Teacher Supervision and Evaluation. Theory into Practice, John Wiley and Sons, Hoboken, NJ.
no DOI — not checkedRaths, J. (1999), “A consumer's guide to teacher standards”, Phi Delta Kappan, Vol. 81 No. 2, pp. 136‐42.
no DOI — not checkedStronge, J.H. and Tucker, P.D. (2003), Teacher Evaluation. Assessing and Improving Performance, Eye on Education, Larchmont, NY.
no DOI — not checkedWright, P.M. and Nishii, L.H. (2007), “Strategic HRM and organizational behavior: integrating multiple levels of analysis”, working paper series, Center for Advanced Human Resource Studies, Cornell University, Ithaca, NY.
What this badge says. CiteStamped means the CHECKABLE references of this
work were clean at the dated check: each resolved to a known work in a public registry, and none
carried a retraction notice at that time. It says nothing about the quality, findings,
or importance of the work itself, and nothing about references deposited without a DOI.
checked 2026-07-24 — re-checked daily as this page is visited; titles and statuses come from Crossref and DataCite and are not part of the signed record
Embed this badge
Both snippets point at the live badge image and link back to this page. The badge re-renders from the daily check, so an embed never goes stale by more than a day of visits.
<a href="https://citestamp.com/citestamped/10.1108/00483481211263692"><img src="https://citestamp.com/citestamped/10.1108/00483481211263692/badge.svg" alt="CiteStamped reference-health badge" width="460" height="64"></a>
[](https://citestamp.com/citestamped/10.1108/00483481211263692)