Appraising Performance across Borders: An Empirical Examination of the Purposes and Practices of Performance Appraisal in a Multi‐Country Context

Abstract

This study empirically investigated culture's consequences on the major purposes and practices of performance appraisal using a sample (n = 1749) drawn from the banking industry in seven countries across Europe, Asia, and North America. We found that the effects and predictive capability of assertiveness, uncertainty avoidance, in-group collectivism, and power distance should not be overstated nor are they straightforward. Organizations must be cognizant of the potential influence that a range of other organizational, institutional, and economic factors may wield on appraisal. These findings hold significant implications for the theoretical underpinnings of appraisal, a management tool largely rooted in US equity, expectancy, and procedural justice values and traditions. They also offer important lessons for practice. Not only is the transferability of appraisal and its operationalization affected by interactions with divergent cultures and contextual settings, but new hybrid appraisal architectures are emerging that necessitate further research. Copyright (c) 2010 Blackwell Publishing Ltd and Society for the Advancement of Management Studies.

Human capital and strategic persistence: An examination of underperforming workers in two emerging economies

“…Another contribution is that we integrate insights on the effects of institutional and social pressures on human resource practices (See Chiang & Birtch, 2010;Hayek et al, 2016;Thomas & Inkson, 2007) with firm-level factors to develop an integrated framework of factors to explain persistence with underperforming workers. In addition, although firms that operate in high relational contexts are affected by different institutional factors (Peng, 2014), to date, studies have not incorporated these into our understanding of underperformance.…”

Modelling the Relationship between Performance Appraisal and Organizational Productivity in Nigerian Public Sector

“…Job satisfaction and labour productivity go hand in hand with each other and cannot be substituted for the other. Numerous studies like [17][18][19][20]24,25] affirmed that high level of labour productivity will be achieved if a worker or employee feels satisfied with his job and doesn't have any feeling of being exploited by his employees. Managers can only satisfy employees on a job if they give employees what they deserve for their performance [23] without making an attempt to exploit employees and pay them lower than expected.…”

“…One way is PAs can often lead to giving individual workers feedback about their job performance [13]. From this may spawn several potential benefits such as the individual workers becoming more productive [18].…”

“…When employees realize that if they put in their best to the organization in carrying out their tasks and duties responsibly well, they could be promoted, have an increase in wages, better opportunities are opened to them but in situations where their performance is woeful, they attract penalties that cannot be avoided, this consciousness would push them to strife towards putting in their best to avoid negative rewards and being more creative. Employees will begin to think outside the circle to generate ideas and which will lead to organizational productivity [18]. There are a number of potential benefits of organizational performance management conducting formal performance appraisals (PAs).…”

“…Finally, PAs can help in the establishment and supervision of employees' career goals [16]. The overall and guiding questions of this research work is to assess the effect of performance appraisal on organizational productivity [1] viewed Performance management as a very critical approach that allows an employee to know what is expected out of him and what the performance parameters are [18]. Job satisfaction and labour productivity go hand in hand with each other and cannot be substituted for the other.…”