Hierarchical advancement in Korean chaebols: A model and research agenda

Milliman, John; Kim, Yongmin; Glinow, Mary Ann Von

doi:10.1016/1053-4822(93)90003-m

“…Conversely, in collectivistic cultures, seniority is often seen as an important way to maintain harmony and preserve order within the group (Abdullah and Gallagher 1995;Milliman, Kim and Von Glinow 1993). The need to maintain harmony and cohesion are likely to be important reasons why Latin American (Quezada and Boyce 1988), Taiwanese (Shaw, Tang, Fisher and Kirkbridge 1993), and Japanese (Chang 1989a(Chang , 1989bElashmawi and Harris, 1993;Maher and Wong 1994) organizations are less likely to differentiate employees based on job performance and instead place a high emphasis on seniority.…”

Section: Administrative -Promotionmentioning

confidence: 98%

An Exploratory Assessment of the Purposes of Performance Appraisals in North and Central America and the Pacific Rim

Milliman¹,

Nason²,

Zhu³

et al. 2002

Asia Pacific Journal of Human Resources

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While performance appraisals are considered important management tools in many countries, their purposes and practices vary significantly between countries. Unfortunately, there is little empirical data on the specific practices of appraisals across countries. The focus of this study is to empirically examine the current purposes of performance appraisals in ten different countries and regions in Asia, North America, and Latin America. The purposes of appraisals studied here include documentation, development, administrative (pay and promotions), and subordinate expression. This paper also examines how the respondents believe the purposes of appraisals should ideally be practiced. Implications for research and practice are discussed.

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“…Conversely, in collectivistic cultures, seniority is often seen as an important way to maintain harmony and preserve order within the group (Abdullah & Gallagher, 1995;Milliman, Kim, & Von Glinow, 1993). The need to maintain harmony and cohesion are likely to be important reasons why Latin American (Quezada & Boyce, 1988), Taiwanese (Shaw, Tang, Fisher, & Kirkbridge, 1993), and Japanese (Chang, 1989a(Chang, , 1989bElashmawi & Harris, 1993;Maher & Wong, 1994) organizations are less likely to differentiate employees based on job performance and instead place a high emphasis on seniority.…”

Section: Administrative-promotionmentioning

confidence: 98%

An exploratory assessment of the purposes of performance appraisals in north and central america and the pacific rim

Milliman

¹

,

Nason

²

,

Zhu

³

et al. 2002

Human Resource Management

View full text Add to dashboard Cite

While performance appraisals are considered important management tools in many countries, their purposes and practices vary significantly between countries. Unfortunately, there is little empirical data on the specific practices of appraisals across countries. The focus of this study is to empirically examine the current purposes of performance appraisals in ten different countries and regions in Asia, North America, and Latin America. The purposes of appraisals studied here include documentation, development, administrative (pay and promotions), and subordinate expression. This paper also examines how the respondents believe the purposes of appraisals should ideally be practiced. Implications for research and practice are discussed. © 2002 Wiley Periodicals, Inc.

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“…Fourth, spiritual-based values can enhance teamwork and employee commitment to the organization[2,14,15], attributes which are highly sought after by corporate executives in the USAa country which has a highly individualistic culture [16]. Employees who care deeply about the company's values are more likely to feel personally responsible for its success or failure [14,15].…”

Section: Spirituality and Job Performancementioning

confidence: 99%