Participative Decision Making and Employee Performance in Different Cultures: The Moderating Effects of Allocentrism/Idiocentrism and Efficacy.

Abstract

The relationship between perceived participative decision making and employee performance was examined in matched samples of employees from the Hong Kong and U.S. branches of one organization. Self-efficacy in regard to participating in decisions and idiocentrism moderated the relationship between perceived participative decision-making opportunity and individual performance. Perceptions of the participation efficacy of a work unit and allocentrism moderated the relationship between participative decision-making opportunity cuid group performance. Idiocentrism and allocentrism appeared to explain regional differences in how participative decision making and efficacy perceptions interacted to predict performance.

How CEO empowering leadership shapes top management team processes: Implications for firm performance

“…These appear to be critical factors in achieving TMT behavioral integration (Simsek et al, 2005). Other research has found that empowering employees produces better outcomes (Field & House, 1990;Lam et al, 2002;Stewart, 2006;Wagner, 1994), and the improvement of team processes strengthened the empowerment-performance relationship (Spreitzer et al, 1999). Specific factors that have been found to be influenced by team empowerment include knowledge sharing (Srivastava et al, 2006), team efficacy (Srivastava et al), and groups' capacities to cope with complex issues (Koopman & Wierdsma, 1998;Scully et al, 1995;Vroom & Yetton, 1973).…”

“…Although there is considerable debate and disagreement about whether employee participation enhances firm performance (Cotton et al, 1988;Locke & Schweiger, 1979), there is consistent evidence that employees who participate in making decisions perform better (Field & House, 1990;Lam, Chen, & Schaubroeck, 2002), as do groups and teams that are led by more empowering leaders (Stewart, 2006;Wagner, 1994). Stewart's (2006) meta-analysis found that, on average, the effect of empowering leadership on team performance was as strong as the effect of transformational leadership on team performance.…”

Sources of self-efficacy of Vietnamese EFL teachers: A qualitative study

“…Klassen, 2004;Pajares, 2007) suggest that psychological processes are contingent on cultural factors. For example, cultural dimensions related to constructions of individualism and collectivism seem to encourage participants from Asian cultures to exhibit lower self-efficacy beliefs than those who are not from these cultures, but these diminished self-efficacy beliefs do not impede their performance (Ho & Hau, 2004;Lam, Chen, & Schaubroeck, 2002;Leung, 2001;Salili, Chiu, & Lai, 2001). Self-efficacy beliefs are generally more other-oriented than self-oriented for people in non-Western cultures (Earley, Gibson, & Chen, 1999;Kim & Park, 2006).…”

The Influence of Training System on Employees’ Hard Skills in the Palestinian National Authority

“…The training scale was adopted from [13]. A 7 five point scale of hard skills was adopted from [29]. The study population consisted of 399 employees working in the PNA organizations.…”