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Performance‐Appraisal Beliefs of Chinese Employees in Hong Kong and the Pearl River Delta
Author(s) -
Cheng Kevin H. C.,
Cascio Wayne
Publication year - 2009
Publication title -
international journal of selection and assessment
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.812
H-Index - 61
eISSN - 1468-2389
pISSN - 0965-075X
DOI - 10.1111/j.1468-2389.2009.00475.x
Subject(s) - dynamism , performance appraisal , psychology , function (biology) , work (physics) , social psychology , china , pearl , applied psychology , management , political science , geography , archaeology , quantum mechanics , evolutionary biology , engineering , economics , biology , law , mechanical engineering , physics
Working adults from Hong Kong (HK; N =102) and the Pearl River Delta (PRD; N =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.