2008
DOI: 10.1080/08959280802137754
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Asian Variability in Performance Rating Modesty and Leniency Bias

Abstract: Western managers typically rate their performance higher than their bosses, peers, or subordinates do; research on Asian managers, however, has been both sparse and conflicting. In examining data from six Asian countries, Japanese managers were found to rate themselves lower than others in their organization do. This "modesty bias," however, varies considerably among Asian countries; in other countries, including India and China, self-inflation was more comparable to typical Western findings. Findings lend ini… Show more

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Cited by 23 publications
(26 citation statements)
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“…As age increased, Chinese children rated modest lies increasingly more positively and immodest truths less positively, whereas the Canadian children's evaluations remained constantly highly negative for lying and highly positive for truth telling about one's own good deeds. Further studies (Barron & Sackett, 2008; Fu, Xu, Cameron, Heyman, & Lee, 2007; Heyman et al ., 2009; Lee et al ., 2001) replicated this modesty effect with children in Taiwan, Japan, and US, and also documented similar developmental differences.…”
mentioning
confidence: 64%
“…As age increased, Chinese children rated modest lies increasingly more positively and immodest truths less positively, whereas the Canadian children's evaluations remained constantly highly negative for lying and highly positive for truth telling about one's own good deeds. Further studies (Barron & Sackett, 2008; Fu, Xu, Cameron, Heyman, & Lee, 2007; Heyman et al ., 2009; Lee et al ., 2001) replicated this modesty effect with children in Taiwan, Japan, and US, and also documented similar developmental differences.…”
mentioning
confidence: 64%
“…One reason for this may be the cultural environment of Japan, where humility is a highly valued characteristic. This can be seen in the research; for instance, while Western research consistently finds that people tend to give higher job performance selfratings in relation to their supervisor and peer ratings, Japanese workers were found to rate themselves lower than others in their organization did [36]. Self-assessments may be affected by not only the driver educational system, but also by the cultural background of the candidates.…”
Section: Comparison To Earlier Studies In Europementioning
confidence: 81%
“…Whatever the source, such cultural influences in values and behavior should play out in the job interview (Bond, Leung, & Wan, 1982). The East Asian self-presentation style would encourage deference and modesty in line with greater power distance and relationship-oriented values (Barron & Sackett, 2008). By comparison, the Western presentation style tends to encourage self-promotion, assertiveness, and independence, consistent with agentic and economic-oriented values (Elliot, Chirkov, Kim, & Sheldon, 2001;Xin & Tsui, 1996).…”
Section: Role Of Culturementioning
confidence: 99%
“…One lesson for applicants is that the job interview is a special situation in which active self-presentation is expected. An applicant who fails to do so will be at a distinct disadvantage (Barron & Sackett, 2008;Campbell & Roberts, 2007). However, neither self-promotion nor ingratiation can be used indiscriminately.…”
Section: Applicantsmentioning
confidence: 99%
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