Investigating the Effects of Social Comparison and Performance Evaluation Score on Feedback Acceptance by Mediating Justice Perception in the Public Sector

Document Type : Research Paper


1 MSc., Department of Human Resource Management, Faculty of Management, University of Tehran, Tehran, Iran.

2 Assistant Prof., Department of Public Administration, Faculty of Management, University of Tehran, Tehran, Iran.

3 Prof., Department of Public Administration, Faculty of Management, University of Tehran, Tehran, Iran.


Objective: The main purpose of this research is to investigate the effects of social comparison on feedback acceptance by mediating justice perception in the public sector (Pars Oil Company).
Methods: This research is quantitative and is categorized in terms of purpose as applied research. The statistical population of the research is the staff of expert levels and above of Pars Oil Company refinery with 220 people and the number of sample members based on Cochran's formula calculations (95% confidence level) is 132 people. In this research, a simple probabilistic sampling method has been used. Data were collected from two methods of library and field (questionnaire) and its analysis was performed using Pearson correlation test, structural equation analysis and Baron and Kenny method through SPSS and SmartPLS3 software.
Results: According to the results, social comparison and performance appraisal scores have a significant effect on employee feedback. The mediating effect of the perception of justice in the relationship between social comparison and feedback is significant and complete, and this effect is significant and partial in the relationship between performance appraisal score and feedback.
Conclusion: Social comparisons and performance appraisal scores affect employee feedback. In this regard, providing feedback to individuals, especially female colleagues, should be done in more detail and accuracy, and also all the steps of evaluation should be clearly stated. Also, according to the effect of evaluation score on feedback and that acceptance of feedback in people with lower evaluation scores is usually more difficult, it is recommended that in feedback sessions to these people, try to provide objective information on performance, performance improvement and development methods. Emphasis on performance management development goals is also very effective. Employee personality traits should be accurately identified and feedback should be provided in accordance with the personality profile and needs of individuals.


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