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Purpose: The purpose of this paper is to empirically examine supervisor-subordinate relationships and their impact on performance appraisal in Croatia. Specifically, we were interested in examining how supervisor-subordinate relationships impact subordinate perceptions of performance evaluation and the subordinate's reactions to the performance evaluation. Design/methodology/approach: This paper uses matched data from a sample of supervisors and subordinates (n = 53) in a leading organization in the hospitality industry in Croatia, as well as objective performance appraisal data to examine the impact of supervisor-subordinate relationships on subordinate reactions to performance appraisal. Findings: The key findings of this study include (1) supervisor trustworthiness determines the quality of their relationship with subordinates and leads to interpersonal liking, and (2) supervisor-subordinate relationship quality has a significant impact on subordinate reactions to performance appraisal process and outcomes. Research limitations/implications: The overall sample size (n = 53) of this study is small, and limits our ability to make generalizations beyond a point. Also, since the sample included only Croatian individuals, the findings maybe an artifact of the fact that they all hold similar values. Future studies should examine these relationships in supervisor-subordinate dyads comprised of individuals of different cultural backgrounds. Practical implications: Supervisors should attempt to have high quality relationships with most, if not all, subordinates, as this would lead to higher acceptance of the performance appraisal process, which can impact future performance. Also, trustworthiness is closely related to the subordinate's perception of the quality of relationship he/she shares with the supervisor. Originality/value: This is the first known paper to empirically study performance appraisal processes and relationships in Croatia, which also included both supervisor and subordinate perspectives. [ABSTRACT FROM AUTHOR]

Purpose – The purpose of this paper is to examine the relationship between psychological climate, and transformational leadership, with employee performance. The paper builds on relevant research in this area, and extends such research to the Indian context. Design/methodology/approach – Data were gathered from 357 participants in Indian organizations, who responded to questions regarding their work environment and perceived supervisory support. The respondents' demographic data were treated as control variables. Findings – As predicted, it was found that organizational psychological climate, and transformational leadership, predicted job satisfaction. Job satisfaction, in turn, predicted employee performance, a composite measure of in-role and extra-role performance. Research limitations/implications – All data were collected from the participants at one point of time – as such, causality cannot be inferred, and the results may be subject to common method bias. Practical implications – From a practical perspective, the results emphasize the need for organizations to create a positive climate, where employees can feel valued. Next, the results suggest the need for managers to adopt a transformational style of leadership over the transactional style, so that employees may learn and grow with the organization. Together, these shall result in increased employee satisfaction which shall ultimately lead to higher levels of employee performance. Originality/value – While there are numerous theoretical pieces exploring the antecedents of employees' performance, the number of empirical studies relating cross-level variables using structural equation modeling is limited. Moreover, this is the first known study to examine the variables in the Indian context, which continues to gain importance on the world economic scene. [ABSTRACT FROM AUTHOR]