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One of the goals of most modern organisations is to ensure justice and fairness. Performance management (PM), a human resource (HR) system, supposedly contributes to how employees perceive procedural, distributive and interactional justice. However, the mechanism underlying performance feedback and the three types of justice perceptions remains unexplored. The author hypothesised and found that it is the experience of participation by employees (N = 220) of Indian software multinationals that mediates the relationship between continuous performance-based feedback and perceived justice. Implications of the findings and limitations of the study are discussed. Keywords: Performance management, Performance management system, Employee participation, Employee performance, Feedback, Justice perceptions, Fairness