This study investigated the third party roles of Turkish managers and how these roles were related to the conflict management styles used by their subordinates. Questionnaire data were collected from 295 Turkish managers in seven firms. Mediation and facilitation were found to be the third party roles reported more frequently than autocratic intervention and laissez‐faire. Subordinates reported increased use of collaboration and compromise toward the other party when their managers, in a third party role, were seen as using more mediation and facilitation. Competitive behavior increased when the third party was seen as autocratic. The paper discussed the relationship of these findings to cultural characteristics such as uncertainty avoidance and collectivism.

PurposeThis study examines the relationship of a supervisor's affect‐based trust and cognition‐based trust to a subordinate employee's self‐ratings of enterprising behavior, which includes creativity, risk taking, initiative, motivation, and assertiveness, and to the supervisor's and coworker's ratings of the subordinate's enterprising behavior. The extent to which the power distance and in‐group collectivism cultural variables moderate the relationship between affect‐based trust and enterprising behavior is assessed.Design/methodology/approachSurvey responses of US, Turkish, Polish, and Russian supervisor‐subordinate‐coworker triads were collected in a number of firms. Regression results were employed to test the research hypotheses.FindingsThe findings of this study show that the supervisor's cognition‐based trust and affect‐based trust of the employee are associated with that employee's enterprising behavior. Significant two‐way interactions indicate that the relationship between affect‐based trust and enterprising behavior is stronger in the three collectivist countries than in the individualist USA. The moderating effects of power distance, on the other hand, appear to be negligible.Originality/valueThe main implication of this study's results is that human relations theories, which are based on the supervisor's top‐down trust of the subordinate employee, may be more effective in collectivist cultures than in individualist cultures.

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The purpose of this study is to determine whether the perceived effectiveness of a performance‐management process is associated with effective workplace behaviours in Russia and Poland as it typically is in Western countries, such as the U.S. The study considers the extent to which cultural dimensions, such as in‐group collectivism, power distance, and performance orientation, moderate the relationship between performance management and employee behaviour. Using samples drawn primarily from adult education programs in the university setting, the study asked 99 U.S. employees, 100 Polish employees, and 86 Russian employees to provide ratings of their firm's performance‐management process while coworkers rated the trustworthy behaviour and energized take‐action behaviour of these employees. The results show that the correlations between a performance‐management composite and these two behavioural measures are significant, but that national culture did not moderate these relationships in the three countries. These findings lend credence to a universalistic view of performance management. Therefore, companies in these transition economies should feel encouraged when introducing a performance‐management process. Résumé La présente étude se propose de déterminer si, en Russie et en Pologne, l'efficacité perçue d'un processus de gestion de la performance est liée aux comportements efficaces au lieu de travail, comme c'est le cas dans les pays occidentaux tels que les États‐Unis. L'étude examine l'impact que les dimensions culturelles telles que le collectivisme intragroupe, la distance du pouvoir et l'orientation de la performance modèrent la relation entre la gestion de la performance et le comportement de l'employé. Elle se base sur des échantillons issus principalement des programmes d'éducation d'adulte dans l'environnement universitaire. Ces échantillons sont constitués de 99 employés américains, 100 employés polonais, et 86 employés russes. À tous ces employés, nous avons demandé d'évaluer la gestion de la performance de leurs entreprises respectives. Dans le même temps, nous avons invité leurs collègues à évaluer le comportement fiable et le comportement pragmatique de ces employés. Les résultats indiquent qu'il y a une forte corrélation entre le tandem performance‐gestion et ces deux mesures behavioristes. Ils indiquent également que la culture nationale ne modère pas ces relations dans les pays cités. Ces résultats corroborent la thèse universaliste de la gestion de la performance. Aussi, les entreprises qui évoluent dans ces économies en transition doivent‐elles se sentir rassurées quand elles mettent en place un processus de la gestion de la performance.

This study investigates one aspect of the multi-source feedback process: the agreement between self-ratings and coworker ratings of workplace behavior. Moderators of rating agreement (i.e., number of years that the coworker had known the employee, trustworthiness of the employee, and country status) are carefully examined. Eighty-six Russian employee-coworker dyads, 99 Polish dyads, and 95 U.S. dyads from more than 225 organizations participated. Regression results indicate that rating agreement was higher when the Polish and U.S. coworker knew the target employee a shorter period of time and when the Polish, Russian, and U.S. target employee was considered trustworthy.