Performance-Appraisal Beliefs of Chinese Employees in Hong Kong and the Pearl River Delta

Hing Cheung Kevin Cheng; Wayne F Cascio

doi:10.1111/j.1468-2389.2009.00475.x

Performance-Appraisal Beliefs of Chinese Employees in Hong Kong and the Pearl River Delta

Research output: Contribution to journal › Article › peer-review

Abstract

Working adults from Hong Kong (HK; N¼102) and the Pearl River Delta (PRD; N¼96) 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.

Original language	English
Pages (from-to)	329-333
Journal	INTERNATIONAL JOURNAL OF SELECTION AND ASSESSMENT
Volume	17
Issue number	3
DOIs	https://doi.org/10.1111/j.1468-2389.2009.00475.x
Publication status	Published - 6 Aug 2009

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10.1111/j.1468-2389.2009.00475.x

Cite this

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title = "Performance-Appraisal Beliefs of Chinese Employees in Hong Kong and the Pearl River Delta",

abstract = "Working adults from Hong Kong (HK; N¼102) and the Pearl River Delta (PRD; N¼96) 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{\textquoteright}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.",

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