The Performance appraisal is one of the most important human resource management practices as it yields critical decisions integral to various human resource actions and outcomes. The purpose of this paper is to explore the relationship between perceptions of performance appraisal fairness and employee engagement in the business organization context.

In this rapid-cycle economy, business leaders know that having a high-performing workforce is essential for growth and survival. They recognize that a highly engaged workforce can increase innovation, productivity, and bottom-line performance, while reducing costs related to hiring and retention in highly competitive talent markets.

The work climate and job characteristics have a differential effect on employee engagement. Both job and organization resources (performance feedback, autonomy, development opportunities, task variety, welfare, and support from line manager, colleagues and senior management) are linked to positive employee engagement of all types, and might therefore be useful tools for enhancing engagement. Equally, a relatively high level of pressure to produce has a positive effect on employee behaviors.

But while most executives see a clear need to improve employee engagement, many have yet to develop tangible ways to measure and tackle this goal. However, a growing group of best-in-class companies say they are gaining for its competitive advantage through establishing metrics and practices to effectively quantify and improve the impact of their engagement initiatives on overall business performance.

The survey found that many companies find it challenging to measure engagement and tie its impact to financial results: fewer than 50 percent of companies said that they are effectively measuring employee engagement against business performance metrics like customer satisfaction or increased market share. A significant gap appeared between the views of executive managers and middle managers in this area. Top executives seemed much more optimistic about the levels of employee engagement in their companies, making them seem out of touch with middle management's sense of their front line workers' engagement.

The Research is to getting Connection towards engagement to the business performance requires considerable effort and top management focus to a large degree, with enormous opportunity available to utilze for better function of companies