[Adams, J.S. (1963). Towards an Understanding of Inequality. Journal of Abnormal and Normal Social Psychology 67: 422-436.]Search in Google Scholar
[Allen, R.S. & White, C.S. (2002). Equity sensitivity theory: A test of responses of two types of under-reward situations. Journal of Managerial Issues 14(4): 435-152.]Search in Google Scholar
[Anuar, A., Ismail, A & Abdin, F. (2014). Administrator’s role in performance pay system as a determinant of job satisfaction. Sains Humanika, 2 (2): 11–17.]Search in Google Scholar
[Barclay, D., Higgins, C., & Thompson, R. (1995). The Partial Least Squares (PLS) approach to causal modeling: Personal computer adoption and use as an illustration. Technology Stud 2(2): 285-309.]Search in Google Scholar
[Belfield, R., & Marsden, D. (2003). Performance pay, monitoring environments and establishment performance. International Journal of Manpower 24 (4): 452-471.]Search in Google Scholar
[Bies, R. J., & Moag, J. S. (1986). Interactional justice: Communication criteria of fairness. In R. J. Lewicki, B. H. Sheppard, & M. Bazerman (Eds.), Research on negotiation in organizations. Greenwich, CT: JAI Press.]Search in Google Scholar
[Brown, M., Hyatt, D., & Benson, J. (2010). Consequences of the performance appraisal experience. Personnel Review 39 (3): 375-396.]Search in Google Scholar
[Chang, E. & Hahn, J. (2006). Does pay-for-performance enhance perceived distributive justice for collectivistic employees? Personnel Review 35(4): 397-412.10.1108/00483480610670571]Search in Google Scholar
[Coyle-Shapiro, J.A-M., Morrow, P.C., Richardson, R., & Dunn, S.R. (2002). Using profit sharing to enhance employee attitudes: A longitudinal examination of the effects on trust and commitment. Human Resource Management 41(4): 423-439.]Search in Google Scholar
[Cresswell, J.W. (1998). Qualitative Inquiry and Research Design: Choosing Among Five Traditions. London: SAGE publications.]Search in Google Scholar
[Day, N. E. (2011). Perceived pay communication, justice and pay satisfaction. Employee Relations 33(5): 476-497.]Search in Google Scholar
[Fitzgerald, L. R. (2000). Culture and Compensation. The Compensationn Handbook: A State-of-the-Art Guide to Compensation Strategy and Design. New York: The McGraw-Hill.]Search in Google Scholar
[Florin, B., Hallock, K. F. & Webber, D. (2010). Executive pay and firm performance: Methodological considerations and future directions (CRI 2010-012). Retrieved [11 July 2016] from Cornell University, ILR School, Compensation Research Initiative site: http://digitalcommons.ilr.cornell.edu/cri/15.]Search in Google Scholar
[Folger, R., Konovsky, M. A., & Cropanzano, R. (1992). A due process metaphor for performance appraisal. Research in Organizational Behavior 14: 129-177.]Search in Google Scholar
[Fornell, C & Larcker, D. F. (1981). Evaluating structural equation models with unobservable variables and measurement error. Journal of Marketing Research XVIII (Feb): 39-50.]Search in Google Scholar
[Garib Singh, S. K. (2009). A Study on employee participation in decision making. UNITAR e-Journal 5(1): 20-38.]Search in Google Scholar
[Greenberg, J. (2003). Creating unfairness by mandating fair procedures: The hidden words of a pay-for-performance plan. Human Resource Management Review 13: 41-57.]Search in Google Scholar
[Hair, J.F., Hult, G.T.M., Ringle, C.M., & Sarstedt, M., (2014). A Primer on Partial Least Squares Structural Equation Modeling (PLS-SEM). America: SAGE Publications, Inc.]Search in Google Scholar
[Henderson, R.I. (2006). Compensation Management in a Knowledge Based-World. New Jersey: Prentice-Hall.]Search in Google Scholar
[Henseler, J., & Chin, W.W. (2010). A comparison of approaches for the analysis of interaction effects between latent variables using partial least squares path modeling. Structural Equation Modeling, 17: 82-10910.1080/10705510903439003]Search in Google Scholar
[Ibeogu, P. H. & Ozturen, A. (2015). Perception of Justice in Performance Appraisal and Effect on Satisfaction: Empirical Findings from Northern Cyprus Banks. Procedia Economics and Finance 23: 964-969.]Search in Google Scholar
[Ismail, A. & Abd Razak, M. R. (2016). Performance-based reward administration as an antecedent of job satisfaction: A case study of Malaysia’s fire and rescue agencies. Geografia - Malaysian Journal of Society and Space 9/2013: 107-118.]Search in Google Scholar
[Ismail, A. & Zakaria, N. (2009). Relationship between Interactional Justice and Pay for Performance as an Antecedent of Job Satisfaction:an Empirical Study in Malaysia. International Journal of Business and Management 4(3): 190-199.]Search in Google Scholar
[Ismail, A., Mohamed, H. A., Sahol Hamid, N., Sulaiman, A. Z., Girardi, A., Abdullah, M. M. (2011). Relationship between Performance Based Pay, Interactional Justice and Job Satisfaction: A Mediating Model Approach. International Journal of Business and Management 6(11): 170-180.]Search in Google Scholar
[Ismail, A., Anuar, A., Haron, M. S., & Muhamat Kawangit, R. (2015). Reward Administration System Enhancing Organizational Commitment: An Islamic Viewpoint. International Letters of Social and Humanistic Sciences 49: 155-167.]Search in Google Scholar
[Ismail, A., Kithuru Mohamed, N. A., & Rayee, M. R. (2016). Relationship between performance appraisal communication procedural justice and job satisfaction. Geografia - Malaysian Journal of Society and Space 12(9): 15-26.]Search in Google Scholar
[Ismail, A., Mashkuri, A.H., Sulaiman, A.Z., & Hock, W.K. (2011b). Interactional justice as a mediator of the relationship between pay for performance and job satisfaction. Intangible Capital 7(2): 213-235.10.3926/ic.2011.v7n2.p213-235]Search in Google Scholar
[Ismail, A., Mohamed, H.A., Sahol Hamid, N., Sulaiman, A.Z., Girardi, A. & Abdullah, M.M. (2011a). Relationship between performance based pay, interactional justice and job satisfaction: A mediating model approach. International Journal of Business and Management 6(11): 170-180.10.5539/ijbm.v6n11p170]Search in Google Scholar
[Ismail, A., Zaidi, M. & Anuar., A. (2014). Administrator’s role in performance based reward as a determinant of employee outcomes. Management and Marketing Journal, XIII (1): 92-110.]Search in Google Scholar
[Lau, W. (2014). Employee’s Participation: A Critical Success Factor for Justice Perception under Different Leadership Styles. Journal of Management Policies and Practices 2(4): 53-76.]Search in Google Scholar
[Lind, E. A, & Tyler, T. R. (1988). The social psychology of procedural justice. New York: Plenum Press.10.1007/978-1-4899-2115-4]Search in Google Scholar
[Lira, M., Da Silva, V. P. G., & Viseu, C. (2016). Performance Appraisal as a Motivational Tool in the Portuguese Public Administration. Portuguese Journal of Finance, Management and Accounting 2(3): 91-118.]Search in Google Scholar
[Mani, B.G. (2002). Performance appraisal systems, productivity and motivation: A case study. Public Personnel Management 1(2): 141-160.]Search in Google Scholar
[Martocchio, J.J. (2014). Strategic Compensation: A Human Resource Management Approach. Boston, US: Pearson Education Limited.]Search in Google Scholar
[McCausland, W.D., Pouliakas, K., & Theodossiou, I. (2005). Some are punished and some are rewarded. A study of the impact of performance pay on job satisfaction. International Journal of Manpower 26 (7/8): 636-659.]Search in Google Scholar
[McShane, S.L., & Von Glinow, M.A. (2015). Organizational Behavior. Irwin: McGraw-Hill.]Search in Google Scholar
[Milkovich, G.T., Newman, J.M., & Gerhart, B. (2014). Compensation. New York: McGraw-Hill-Irwin.]Search in Google Scholar
[Niehoff, B.P., & Moorman, R.H. (1993). The role of justice in mediating the relationship between monitoring and fairness in performance monitoring: Organizational citizenship behaviors. Academy of Management Journal 36: 527-556.]Search in Google Scholar
[Noe, R.A., Hollenbeck, J.R., Gerhart, B., & Wright, P.M. (2014). Fundamentals of Human Resource Management. Singapore: McGraw-Hill.]Search in Google Scholar
[Nunally, J.C., & Bernstein, I.H. (1994). Psychometric Theory. New York: McGraw-Hill.]Search in Google Scholar
[Okotoh, M.A. (2015). The Perceived Effect of Reward Management Practices on Factors Influencing Employee Retention at Communications Authority Of Kenya. Master. Thesis. University of Nairobi, Kenya.]Search in Google Scholar
[Phin, L. W. (2015). The Effectiveness of Performance Appraisal in the Private Education Industry in Malaysia. International Journal of Business and Information 10(1): 95-124.]Search in Google Scholar
[Rahim, M. A., Magner, N. R., & Shapiro, D. L. (2000). Do justice perceptions influence styles of handling conflict with supervisor? What justice perceptions, precisely? International Journal of Conflict Management 11:5–26.10.1108/eb022833]Search in Google Scholar
[Ringle C.M., Wende S., & Will A. (2005). SmartPLS 2.0 (Beta). Hamburg: SmartPLS.]Search in Google Scholar
[Sabeen, Z. & Mehboob, A. A. (2008). Perceived fairness of and satisfaction with employee performance appraisal and its impact on overall job satisfaction. The Business Review Cambridge 10(2): 185-192.]Search in Google Scholar
[Sekaran, U. & Bougie, R. (2010). Research Methods for Business: A Skill Building Approach. New York: John Wiley & Sons, Inc.]Search in Google Scholar
[Sogra, K. J, Shahid, A. I., & Najibullah, S. (2009). Organizational outcomes of the employees’ perceptions of performance appraisal politics: a study on executive MBA students in Bangladesh. South Asia Journal of Management 16(3): 43-61.]Search in Google Scholar
[Susanj, Z. & Jakopec, A. (2012). Fairness Perceptions and Job Satisfaction as Mediators of the Relationship between Leadership Style and Organizational Commitment. Psychological Topics 21(3): 509-526.]Search in Google Scholar