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
Language
English
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