Title

Performance-appraisal beliefs of Chinese employees in Hong Kong and the Pearl River Delta

Document Type

Journal article

Source Publication

International Journal of Selection and Assessment

Publication Date

9-1-2009

Volume

17

Issue

3

First Page

329

Last Page

333

Abstract

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.

DOI

10.1111/j.1468-2389.2009.00475.x

Print ISSN

0965075X

Publisher Statement

Copyright © 2009 Blackwell Publishing Ltd. Access to external full text or publisher's version may require subscription.

Full-text Version

Publisher’s Version

Recommended Citation

Cheng, K. H. C., & Cascio, W. (2009). Performance-appraisal beliefs of Chinese employees in Hong Kong and the Pearl River Delta. International Journal of Selection and Assessment, 17(3), 329-333. doi: 10.1111/j.1468-2389.2009.00475.x

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