A Cross‐National Study of Fairness in Asia: How Perceptions of a Lack‐of‐Group Bias and Transparency in the Performance Evaluation System Relate to Job Satisfaction

Abstract

This study explored how managers’ fairness perceptions of performance evaluation systems differ across countries and relate to their job satisfaction. Lack‐of‐group bias and transparency were the constructs used to assess fairness perceptions. The data sample consisted of 903 Asian managers from the subsidiaries of a leading multinational corporation (MNC) strategically expanding its retail markets in Japan, China, Hong Kong, Malaysia, and Thailand. Results showed that the fairness perceptions of lack‐of‐group bias and transparency concerning the common performance evaluation system varied within these Asian countries. Furthermore, those fairness perceptions were significantly related to job satisfaction among Asian managers overall, as well as in each of the five geographical subgroups with the exception of Hong Kong, where the perception of a lack‐of‐group bias was only marginally related to job satisfaction. These findings offer theoretical implications regarding organizational justice, cross‐national management, and performance evaluation, as well as practical implications for leveraging organizational justice perceptions of performance evaluation systems for the effectiveness of MNCs. © 2015 Wiley Periodicals, Inc.

Sixty years of discrimination and diversity research in human resource management: A review with suggestions for future research directions

“…versus family values (Cooke & Xiao, 2014;Olson et al, 2013), reactions to diverse leaders (Kaminski & Paiz, 1984;Carney & O'Kelly, 1987;Tung, 2008), and perceptions of performance appraisal fairness (Yamazaki & Yoon, 2016). Due to these cultural differences, and the conceptualization of diversity as separation, researchers argue that it is even more important to have leadership teams composed of diverse individuals (Muethel et al, 2012) with international experience (Bano & Nadeem, 2018).…”

Yours truly: the role of organizational commitment in shoplifting prevention

“…Holtz and Harold (2013) suggest that interactional justice has two components comprising informational justice and interpersonal justice based on their distinct effects (Figure 4). Informational justice is defined as an “adequate explanation of how decisions are made and thorough accounts of reasons for a decision [provided]” (Yamazaki and Yoon, 2016, p. 1062). In other words, informational justice focuses on truthfulness and adequate explanations or justification for employees related to decisions by their managers and supervisors (Till and Karren, 2011).…”

Designing a fuzzy approach for modelling the performance evaluation of education service providers

“…In absence of proper quantifying techniques, so far the evaluators interpreted these data based on their own judgment and personal bias (Moers, 2005). Quite obviously, such process lacked standardisation of the evaluation process and largely depended on the comprehensive ability and impersonal judgment of the assessor (Yamazaki and Yoon, 2015). At some places where the numerical scales are used, those appear to be over-simplified and overlook certain subjective parameters.…”