Other Important Questions: When, How, and Why Do Cultural Values Influence Performance Management?

Cho, Inchul; Payne, Stephanie C.

doi:10.1017/iop.2016.23

Cited by 10 publications

(20 citation statements)

References 24 publications

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“…Several researchers have identified discrepancies between self‐rated and other‐rated outcomes (e.g., engagement) because individuals tend to evaluate their own outcomes leniently (Adler et al, ; Harris & Schaubroeck, ; Heidemeier & Moser, ). The research on performance management has focused mainly on leniency of self‐rating performance appraisals, and these studies have been primarily conducted in Western cultures (Cho & Payne, ). In contrast, Farh, Dobbins, and Cheng () showed that self‐raters in China rated their own performance lower than did their supervisors, colleagues, and subordinates.…”

Section: Discussionmentioning

confidence: 99%

Psychological Ownership and Openness to Change: The Mediating Effects of Work Engagement, and Knowledge Creation

Chai¹,

Song²,

You³

2020

Perf Improvement Qrtly

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While most studies on psychological ownership have examined the effect on work-related attitudes and behaviors, little research has focused on knowledge-creation practices and openness to change. Another concern is that most research on psychological ownership that has been conducted has mainly focused on private-sector organizations. In contrast, research on this topic in the public sector is scarce. Although public-sector organizations have become more competitive with the shift toward a performance-oriented paradigm and openness to change, the findings in the private-sector organizational context may not be applicable in a public-sector organizational context. Despite public = sector organizations' efforts to change, the organizational cultures of public and private sector organizations are still quite different (Choi & Park, 2014; Suh, Harrington, & Goodman, 2018). Most importantly, employees in public-sector organizations may conceptualize their psychological ownership differently in that the employees may have only psychological ownership. In contrast, employees in private organizations may have both legal and psychological ownership. Therefore, it is critical to explore the relationships among psychological ownership, engagement, change, and creation/innovation in the public-sector organizational context. Another limitation of previous studies is the lack of knowledge about psychological ownership in diverse cultural contexts. While much research on psychological ownership has been conducted in Western cultural contexts, very few studies have been conducted in non-Western cultural contexts (e.g., collectivistic and hierarchical cultures). Since the concept and measures of psychological ownership have been developed and validated in Western contexts, it is critical to validate them in the non-Western organizational and culture contexts (e.g., South Korea) to further explore the implications of the concept and measures. With advancements in South Korea's (Korea hereafter) industrial structure, the need for change and creativity has become inevitable in publicsector organizations to support the quickly transforming society and private-sector organizations (De Vries, Bekkers, & Tummers, 2016; Suh et al., 2018). Thus, the current study aims to examine the effects of psychological ownership on work engagement, knowledge creation, and openness to change in a Korean publicsector organization. Further, we examine the direct relationships among the constructs and the mediation effects of work engagement and knowledge creation in this context.

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Section: Discussionmentioning

confidence: 99%

Psychological Ownership and Openness to Change: The Mediating Effects of Work Engagement, and Knowledge Creation

Chai¹,

Song²,

You³

2020

Perf Improvement Qrtly

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“…Research indicates that dialogue and feedback, as carried out in the PM process in low power distance societies (Chiang & Birtch, 2010), were not encouraged in appraisals in high power societies (Chow, 1995; Singh et al, 2013). Fear of conflict and confrontation reduced the usability of direct feedback, and detailed discussions or developmental discussions were unlikely to take place (Cho & Payne, 2016). Further, when evaluated and given a final rating, employees working in high power distance societies were more likely to accept the evaluation decisions of those in the top position; thus, the resulting appraisals were more evaluative, linked with bonuses, incentives, and promotions (Chiang & Birtch, 2010; Festing & Knappert, 2014).…”

Section: Literature Reviewmentioning

confidence: 99%

“…Research shows that appraisees may receive more favourable ratings because of good relations with subordinates in collectivist societies, as noted in the study of a private bank in Bangladesh (Hossain et al, 2015), in organizations in China (Gu & Nolan, 2017; Wang et al, 2019), in a performance appraisals study in Saudi Arabia (Harbi et al, 2017), and in Tunisia (Yahiaoui, 2015). Also, negative ratings or penalties, which are a part of PMS design, may not be used to avoid negative social consequences (Cho & Payne, 2016), and to save face (Hossain et al, 2015; Yahiaoui, 2015), including even to the extent of manipulating subordinates' annual confidential reports (Hossain et al, 2015). Similarly, confrontational, evaluative, and calculated appraisals were avoided in many societies to promote harmony (Harbi et al, 2017; Lunnan et al, 2005; Yahiaoui, 2015; Yang et al, 2019).…”

Section: Literature Reviewmentioning

confidence: 99%

“…Peretz and Fried (2012) examined the role that high future orientation may play, and hypothesized that organizations in such societies were more likely to focus on developmental purposes of PM. Cho and Payne (2016) discussed the need to examine the role of assertiveness in appraisals, suggesting that while high assertive societies may focus on detailed discussions during the appraisal process, this was unlikely to be the purpose or the outcome in a society low on assertiveness. Aycan (2005) developed prepositions to understand how in a fatalist culture , employees who are not performing well but exhibit some effort may not be penalized, as work outcomes may be considered beyond the control of employees.…”

Section: Literature Reviewmentioning

confidence: 99%

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The Interplay between National Cultural Dimensions and Components of a Performance Management System: A Qualitative Study from Pakistan

Nadeem

Tayyab

2020

Can J Adm Sci

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This paper examines the interplay between national cultural dimensions and the design, enactment, and experience of a Western model of a performance management system (PMS) in a non-Western setting. Data from four organizations in Pakistan indicate that domestic organizations are designing their PMSs in accordance with Western practices. Additionally, it reveals that during enactment and experience, the cultural values of low assertiveness, high in-group collectivism, and high power distance interact, although to varying degrees, with continuous feedback, appraisal meetings, final ratings, outcomes, and objective setting. Thus, while convergence in design reflects the far-reaching influence of globalization, divergence is attributable to cultural values which act as a deep-rooted force during enactment.

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“…One reason Adler et al (2016) identify for abolishing performance ratings is low levels of interrater agreement between raters on the same performance dimensions. Within a similar vein, Cho and Payne (2016) argue that cultural values may be related to the discrepancy observed in performance ratings. The purpose of the present study is to further explore the role of cultural values on evaluation of job performance behaviors and resulting performance ratings.…”

mentioning

confidence: 96%

Investigating the effects of cultural-mindset priming on evaluation of job performance behaviors

Mishra

Bost

2018

Eur. J. Psychol.

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Recent reviews of performance evaluation process and practices indicate that there is substantial variability in the structure and formalization of performance evaluations in organizations across cultures and call for further exploration of the role of cultural variables on the performance evaluation process. In the current study, we use self-construal priming procedures to evaluate the effects of cultural mindset on the performance evaluation process. Specifically, the effects of independent (individualistic) and interdependent (collectivistic) mindset priming on relative importance given to performance behaviors when making judgments of overall job performance was investigated. Participants first completed either independent (n = 87) or interdependent (n = 87) priming tasks by circling either I/me/my or we/us/our in a paragraph of text. Following this, they completed a managerial role-play exercise in which they read employee performance vignettes (manipulated on task, citizenship and counterproductive performance behaviors) and rated the overall performance of each employee. Rater policies were captured using regression analyses and relative weights placed on each performance behavior were computed. Results suggest that when making judgments of overall performance, as compared to raters primed with interdependence, raters primed with independence placed less weight on citizenship behaviors and higher weights on counterproductive performance behaviors. No significant differences were observed in the weights placed on task performance behaviors. Study limitations and implications for research are discussed.

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Other Important Questions: When, How, and Why Do Cultural Values Influence Performance Management?

Cited by 10 publications

References 24 publications

Psychological Ownership and Openness to Change: The Mediating Effects of Work Engagement, and Knowledge Creation

Psychological Ownership and Openness to Change: The Mediating Effects of Work Engagement, and Knowledge Creation

The Interplay between National Cultural Dimensions and Components of a Performance Management System: A Qualitative Study from Pakistan

Investigating the effects of cultural-mindset priming on evaluation of job performance behaviors

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