In the present study, nursing and allied health employee's perceptions of job control and the relationship to performance evaluation were explored. Supervisor perceptions of their subordinate's level of job control was assessed with subordinate perceptions of job control, to determine the effects of perceptual congruence on reactions to performance evaluation. In addition, supervisor attributions to subordinate performance was assessed to test the relationship with subordinate responses to performance evaluation. One hundred and forty-four participants including forty-five matched supervisor-subordinate pairs in a large Queensland health care organisation were surveyed. The measures included perceptions of job control, supervisor attributions to subordinate performance and the effects of subordinate reactions to performance evaluation. The results indicated that there were no differences in the perceptions the supervisor held of their employee's job control and the perceptions the subordinate held in relation to their own levels of job control. In addition, it was found that job control significantly contributed to positive reactions to performance evaluation and when there was a close match between supervisor and subordinate perceptions of level of control, there was a resulting positive reaction to performance evaluation. Furthermore, supervisor internal attributions to subordinate performance predicted positive reactions to performance evaluation, when the employee was evaluated as having performed successfully.

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