Are “standardized performance appraisal practices” really preferred? A case study in China

Chen, Jie; Eldridge, Derek

doi:10.1108/17506141011074138

Cited by 29 publications

(25 citation statements)

References 36 publications

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“…Given current circumstances organizations are paying particular attention to one specific HRM practice that influences an organizations' performance which is performance appraisal (Chen & Eldridge, 2010). Even though performance appraisals are considered a necessity, both appraisers and appraises dread the entire process (Lim & Ling, 2012).…”

Section: Performance Appraisalsmentioning

confidence: 99%

The Relationships among Human Resource Management Practices, Organizational Commitment, and Knowledge Management Processes: A Structural Equation Modeling Approach

Obeidat¹,

Masa'deh²,

Abdallah³

2014

IJBM

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Human resources and knowledge management are considered to be one of the most important factors within organizations that help them to achieve a competitive advantage. However, organizations should take care of the human factor and increase their commitment within organizations to take advantage of the knowledge within them. The purpose of this research is to investigate the relationship between human resources management practices and organizational commitment, on the one hand, and their relationship with knowledge management process, on the other hand.Consultancy firms operating in Jordan were used as the main sample of this study. A random sample was selected where 220 questionnaires were distributed to such firms. Only 207 questionnaires were submitted back with a response rate of 52%. A theoretical model was proposed and tested using structural equation modeling (SEM). The results of the SEM analysis indicated that human resources practices (recruitment methods, training and development, performance appraisals, and reward systems) have a significant influence on organizational commitment (affective commitment, continuance commitment, and normative commitment). Finally, the study did not find a direct relationship between human resource (HR) practices and knowledge management (KM) processes (knowledge acquisition, knowledge distribution, knowledge interpretation, and organizational memory). However, causal links were founded between human resource practices and organizational commitment, on the one hand, and organizational commitment and knowledge management processes, on the other hand.

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Section: Performance Appraisalsmentioning

confidence: 99%

The Relationships among Human Resource Management Practices, Organizational Commitment, and Knowledge Management Processes: A Structural Equation Modeling Approach

Obeidat¹,

Masa'deh²,

Abdallah³

2014

IJBM

View full text Add to dashboard Cite

show abstract

“…These perceptions affect their behaviour in the organisation, ultimately influencing the attainment of the strategic goals of the organisation. The literature review revealed that the appraisal process is related to the social environment under which the employee operates (Zheng et al, 2012;Marjani & Ardahaey, 2012), and that the system in place cannot be blamed if there is no management commitment to make the process work (Chen & Eldridge, 2010). Without set objectives, employees have no clear direction as to what to achieve, which makes the appraisal process biased, creating negative perceptions of the process (Ikramullah et al, 2011).…”

Section: Discussion Of Resultsmentioning

confidence: 99%

“…The study also verifies the research by Ikramullah et al (2011), St-Onge, Morin, Bellehumeur & Dupius (2009), and Tuytens and Devos (2012, in that employee justice perceptions relating to performance management practices may be explained using organisational justice theories according to the four justice dimensions of procedural, distributive, interactional and informational justice. If employees are more motivated when they perceive their performance appraisals as fair and trustworthy (Froydis, Marnburg & Furunes, 2010;Chen & Eldridge, 2010;Davila & Elvira, 2009;Day, 2011) then ensuring the processes and ensuring that the outcomes from the process are seen as fair can lead to improved organisational performance (Ikramullah et al, 2011).…”

Section: Resultsmentioning

confidence: 99%

“…Performance appraisal is no longer viewed simplistically as a means of recording and reporting an employee's performance but is seen as a more strategic and holistic approach to linking the organisation's strategic plan with individual performance (Chen & Eldridge, 2010).…”

Section: Resultsmentioning

confidence: 99%

“…This perception is important for the perceived effectiveness and usefulness for users and it may predict reactions to performance management practices, in particular the performance appraisal system within the organisation (Tuytens & Devos, 2012). Thus, alignment of the performance appraisal system with employees' perceptions of fair appraisal is likely to increase appraisal acceptance and success (Chen & Eldridge, 2010).…”

Section: Performance Management Practices and Organisational Justicementioning

confidence: 99%

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Justice perceptions of performance management practices in a company in the chemical industry

Govender¹,

Grobler

Joubert

2015

SAJEMS

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The sustainability of corporations globally is becoming increasingly problematic. Combined with the unique challenges of an operating entity, this could potentially expose the profitability of sustainable businesses on a daily basis. The purpose of this study is to evaluate employees' justice perceptions of performance management practices in a company in the chemical industry. The population includes all the employees in the chemical industry that was used in this study. A total of 140 questionnaires were issued to all the employees in an organisation which had undergone a performance appraisal and 102 respondents completed the surveys, giving a response rate of 72 per cent. A cross-sectional survey design was used in this study. The justice perceptions were measured according to an existing framework developed by Thurston and McNall (2010). The framework is founded on a hypothesised four-factor model constructed according to theories on organisational justice. The employees of the organisation in the chemical sector were involved in this study. Descriptive statistical analyses were used to measure perceptions of justice based on theories on organisational justice. The measuring instrument used was based on recognised models and theories. The study supports the construct validity of the measuring instrument and the reliability of the scales used. The justice constructs were used to identify specific items in the performance management practice that required improvement. The implications of the results are that continual interventions are required if employee commitment and productivity levels are to improve, resulting in a positive impact on business performance. Significant differences in perceptions by demographic groups were reported and discussed. This study explored the importance of understanding justice perceptions of performance management practices as an enabler for sustained business performance. Further, the study confirmed that justice perceptions have a direct impact on both the organisational climate and employee morale.

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Culture and performance appraisal in multinational enterprises: Implementing French headquarters' practices inMiddle East and North Africasubsidiaries

Yahiaoui

Nakhle

Farndale

2021

Human Resource Management

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Performance appraisal requires interactions between managers and employees and as such can be highly sensitive to differences in cultural values. This can be challenging when multinational enterprises (MNEs) are active across different institutional contexts, particularly when operating in the culturally complex Middle East and North Africa (MENA) region. In this qualitative study, we apply institutional theory to explore how performance appraisal practices are implemented and internalized in MNE subsidiaries in the MENA region through manager-employee interactions. A total of 117 interviews were conducted with different headquarter and subsidiary stakeholders (managers and employees) of four French MNEs operating in Lebanon and Tunisia. The findings indicate that, during implementation, performance appraisal criteria, evaluation, and feedback were adapted based on socio-cultural values to achieve internalization. Such values include the emotional relationship between managers and employees, the fear of losing face, high power distance, the desire to avoid confrontation, and high-context communication. Insights for future research are presented regarding the viability of MNEs operating in the MENA region implementing corporate performance appraisal practices. K E Y W O R D Shost country, human resource management in multinational enterprises, institutional theory, Middle East and North Africa, national culture, performance appraisal | INTRODUCTIONPerformance appraisal involves interactions between managers and employees, which include multiple touchpoints through the setting of performance criteria, the use of different sources to evaluate performance, and the giving and receiving of feedback (Peretz & Fried, 2012). As such, the relationship between the two parties involved can influence the process' outcomes (Pichler, 2012;Ratkovi c & Orli c, 2015). As performance appraisal is known to be highly sensitive to institutional and cultural differences (Myloni, Harzing, & Mirza, 2004), the manager-employee relationship is further complicated when the fundamental cultural values of the individuals vary (Varma, Budhwar, & Singh, 2015). Multinational enterprises (MNEs) largely operate with performance appraisal practices designed initially by members of one societal culture (e.g., at corporate headquarters) to manage employees in that same culture (Schneider, 1988), but these practices are then rolled out across other cultures. A better understanding of how socio-cultural values affect the implementation of performance appraisal practices in MNEs when operating across diverse contexts can thus contribute both to improved human resource management (HRM) practice in MNEs and a theoretical extension of the HRM practice internalization literature. Performance appraisal is arguably the most national culturebound HRM practice (Namazie & Venegas, 2016), acting as a tool to ensure consistency in information between MNE headquarters and subsidiaries (Schlegel & Britzelmaier, 2011), to sustain control (Claus,

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Are “standardized performance appraisal practices” really preferred? A case study in China

Cited by 29 publications

References 36 publications

The Relationships among Human Resource Management Practices, Organizational Commitment, and Knowledge Management Processes: A Structural Equation Modeling Approach

The Relationships among Human Resource Management Practices, Organizational Commitment, and Knowledge Management Processes: A Structural Equation Modeling Approach

Justice perceptions of performance management practices in a company in the chemical industry

Culture and performance appraisal in multinational enterprises: Implementing French headquarters' practices inMiddle East and North Africasubsidiaries

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