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An Opinion Survey of Performance Appraisal Practices in Hong Kong and the People's Republic of China
Author(s) -
Chow Irene HauSiu
Publication year - 1995
Publication title -
asia pacific journal of human resources
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.825
H-Index - 33
eISSN - 1744-7941
pISSN - 1038-4111
DOI - 10.1177/103841119503200305
Subject(s) - attribution , china , performance appraisal , sample (material) , psychology , social psychology , task (project management) , chinese people , political science , management , law , economics , chemistry , chromatography
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.