Assumptions, Culture and Performance Appraisal

Seddon, John W.

doi:10.1108/eb051645

Cited by 25 publications

(16 citation statements)

References 3 publications

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“…Swedes viewed their managers as problem-solvers while the Italians viewed their managers as model experts. Seventy-eight percent of Japanese managers agreed with the same statement, i.e., managers should be experts (Seddon, 1987). Performance appraisal as a means of developing influence over subordinates is only partially supported.…”

Section: Trust and Confidence In Subordinatesmentioning

confidence: 95%

An Opinion Survey of Performance Appraisal Practices in Hong Kong and the People's Republic of China

Chow

1995

Asia Pacific Journal of Human Resources

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This paper examines performance appraisal practices as viewed by a sample of 164 Chinese from Hong Kong and the People's Republic of China (PRC). There was a higher tendency for the PRC Chinese to prefer a group orientation to performance appraisal. The PRC sample also expressed a much greater willingness to consider non-performance-related factors and a strongerpreference for open, honest, and direct relations between supervisors and subordinates. In terms of performance attributions, there was no difference in the degree to which the two groups noted internal attributions of behaviour, but the PRC group espoused external attributions of performance. The Hong Kong group expressed less trust and confidence in subordinates' ability to accomplish task and more likely to indicate that supervisors should know the precise answer to work-related questions. The Hong Kong group also preferred less frequent performance appraisals.Performance appraisal is the systematic evaluation of employees with respect to their performance on the job and their potential for development. According to Western theory, performance appraisal may.be one of the most valuable tools in managing human resources and productivity. When used effectively, appraisal systems can provide useful information for identifying individuals with high potential for development and/or promotion as well as providing ground for rewarding performance. crucial elements of an effective appraisal system include valid measuring criteria and instruments, good relationship between supervisor and subordinate, with mutual trust and respect, frequent and open communications, clearly set performance standards, and feedback. Such an appraisal system may be explicitly biased toward the Western culture which is characterized as aggressive and individualistic. Wether these Western appraisal systems can be validly and reliably used to assess human performance in non-Western cultural environment remains to be investigated. It would seem that appraisal systems cannot be simply borrowed from other organizations or other cultures and installed in any organization-appraisal systems introduced in an organization must reflect its culture and its way of doing things.Employees' attitudes towards these aspects of performance appraisal system have significant impact on the appraisal process and outcomes. Research studies revealed that open, two-way communication, mutual trust, opportunities for ratees to parti-

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Section: Trust and Confidence In Subordinatesmentioning

confidence: 95%

An Opinion Survey of Performance Appraisal Practices in Hong Kong and the People's Republic of China

Chow

1995

Asia Pacific Journal of Human Resources

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“…Seddon (1987) reported that respondents in societies high in uncertainty avoidance adopt face-saving strategies to avoid embarrassment when the appraisal is negative. Our findings do not support this conclusion because notions of face saving, harmony, or reciprocation of favors are not very important, and may even be irrelevant, in a competitive work environment.…”

Section: Resultsmentioning

confidence: 97%

Performance‐Appraisal Beliefs of Chinese Employees in Hong Kong and the Pearl River Delta

Cheng¹,

Cascio

2009

Int J Selection Assessment

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Working adults from Hong Kong (HK; N ¼ 102) and the Pearl River Delta (PRD; N ¼ 96) participated in a Chinese-language, 20-item, structured interview. The interview addressed five topics: performance criteria, implementation of the appraisal, factors attributed to performance, methods of feedback, and concerns about the use of performance appraisal (PA) at work. Results indicated that most respondents believe that PA facilitates communication between superiors and subordinates, that effective performance is a function of each individual's internal attributes (which may include aspects external to the workplace), and that feedback should be direct and frank, communicated by someone with authority and power. These results are consistent with the beliefs of people living in societies characterized as high in Confucian dynamism. We discussed implications of the findings for the use of PA in Chinese enterprises in HK and PRD.

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“…Another important objective of the appraisal review in Canada (Stone & Meltz, 1992) and the U.S. (Seddon, 1987) is to provide a formal opportunity for subordinates to give feedback or express their views to their supervisors. U.S. employees often feel they do not have much opportunity to discuss their career or personal needs and the appraisal review meeting does provide a once-a-year opportunity for the employees to discuss their views and feelings (Milliman, Nathan, & Mohrman, 1991).…”

Section: Subordinate Expressionmentioning

confidence: 99%

An exploratory assessment of the purposes of performance appraisals in north and central america and the pacific rim

Milliman

Nason

Zhu

et al. 2002

Human Resource Management

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While performance appraisals are considered important management tools in many countries, their purposes and practices vary significantly between countries. Unfortunately, there is little empirical data on the specific practices of appraisals across countries. The focus of this study is to empirically examine the current purposes of performance appraisals in ten different countries and regions in Asia, North America, and Latin America. The purposes of appraisals studied here include documentation, development, administrative (pay and promotions), and subordinate expression. This paper also examines how the respondents believe the purposes of appraisals should ideally be practiced. Implications for research and practice are discussed. © 2002 Wiley Periodicals, Inc.

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Assumptions, Culture and Performance Appraisal

Cited by 25 publications

References 3 publications

An Opinion Survey of Performance Appraisal Practices in Hong Kong and the People's Republic of China

An Opinion Survey of Performance Appraisal Practices in Hong Kong and the People's Republic of China

Performance‐Appraisal Beliefs of Chinese Employees in Hong Kong and the Pearl River Delta

An exploratory assessment of the purposes of performance appraisals in north and central america and the pacific rim

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