The effects of subordinates’ use of upward influence tactics on their supervisors’ job performance evaluations in Saudi Arabia: the significance of loyalty

Clarke, Nicholas; Alshenalfi, Najla; Garavan, Thomas N.

doi:10.1080/09585192.2019.1686650

Cited by 11 publications

(10 citation statements)

References 108 publications

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“…They had to choose between using their authority to implement the practice according to the headquarters' guidelines or giving precedence to their promises to employees and only partially implementing the practice. This can be explained by the importance of the credibility of giving someone your word in collectivist Arab countries and represents a fundamental social dimension in business (Clarke, Alshenalfi, & Garavan, 2019).…”

Section: Fear Of Losing Facementioning

confidence: 99%

Culture and performance appraisal in multinational enterprises: Implementing French headquarters' practices inMiddle East and North Africasubsidiaries

Yahiaoui

Nakhle

Farndale

2021

Human Resource Management

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Performance appraisal requires interactions between managers and employees and as such can be highly sensitive to differences in cultural values. This can be challenging when multinational enterprises (MNEs) are active across different institutional contexts, particularly when operating in the culturally complex Middle East and North Africa (MENA) region. In this qualitative study, we apply institutional theory to explore how performance appraisal practices are implemented and internalized in MNE subsidiaries in the MENA region through manager-employee interactions. A total of 117 interviews were conducted with different headquarter and subsidiary stakeholders (managers and employees) of four French MNEs operating in Lebanon and Tunisia. The findings indicate that, during implementation, performance appraisal criteria, evaluation, and feedback were adapted based on socio-cultural values to achieve internalization. Such values include the emotional relationship between managers and employees, the fear of losing face, high power distance, the desire to avoid confrontation, and high-context communication. Insights for future research are presented regarding the viability of MNEs operating in the MENA region implementing corporate performance appraisal practices. K E Y W O R D Shost country, human resource management in multinational enterprises, institutional theory, Middle East and North Africa, national culture, performance appraisal | INTRODUCTIONPerformance appraisal involves interactions between managers and employees, which include multiple touchpoints through the setting of performance criteria, the use of different sources to evaluate performance, and the giving and receiving of feedback (Peretz & Fried, 2012). As such, the relationship between the two parties involved can influence the process' outcomes (Pichler, 2012;Ratkovi c & Orli c, 2015). As performance appraisal is known to be highly sensitive to institutional and cultural differences (Myloni, Harzing, & Mirza, 2004), the manager-employee relationship is further complicated when the fundamental cultural values of the individuals vary (Varma, Budhwar, & Singh, 2015). Multinational enterprises (MNEs) largely operate with performance appraisal practices designed initially by members of one societal culture (e.g., at corporate headquarters) to manage employees in that same culture (Schneider, 1988), but these practices are then rolled out across other cultures. A better understanding of how socio-cultural values affect the implementation of performance appraisal practices in MNEs when operating across diverse contexts can thus contribute both to improved human resource management (HRM) practice in MNEs and a theoretical extension of the HRM practice internalization literature. Performance appraisal is arguably the most national culturebound HRM practice (Namazie & Venegas, 2016), acting as a tool to ensure consistency in information between MNE headquarters and subsidiaries (Schlegel & Britzelmaier, 2011), to sustain control (Claus,

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Section: Fear Of Losing Facementioning

confidence: 99%

Culture and performance appraisal in multinational enterprises: Implementing French headquarters' practices inMiddle East and North Africasubsidiaries

Yahiaoui

Nakhle

Farndale

2021

Human Resource Management

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“…One stream of this research shows how the tribe affects senior managers in managing and controlling a company. For example, managers in GCC countries are tribal and largely instructed from outside (Ali, 1988); they are authoritarian and powerful because of their tribe (Branine and Pollard, 2010), evaluating their employees' performance according to their tribal affiliation (Mellahi and Wood, 2001; Harbi et al , 2017; Clarke et al , 2019). Another stream of research investigates the tribe's influence on the processes of choosing, recruiting, promoting and firing employees, finding that tribal relationship remains the main factor (Al-Kazemi and Ali, 2002; Al-Hamadi et al , 2007; Common, 2011; Harbi et al , 2017; Wilkins and Emik, 2021; Haak-Saheem and Festing, 2020).…”

Section: Background Literature and Hypothesis Developmentmentioning

confidence: 99%

Culture and financial reporting quality in GCC countries: what do we know about tribal culture?

Baatwah

Aljaaidi

Almoataz

et al. 2021

IJOEM

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PurposeAlthough the effect of culture on financial reporting practices has been addressed in earlier studies, the existing empirical evidence totally neglects an important dimension in Gulf Cooperation Council (GCC) markets: tribal culture. The authors fill this gap in the literature using Oman as the setting.Design/methodology/approachThe authors collect data for 583 company-year observations for companies listed on the Omani capital market, 2007–2014. The authors run a two-way fixed effects panel data regression to test their hypothesis.FindingsTribal culture has a negative effect on financial reporting quality (FRQ), measured by both accrual-based and real earnings management. The findings are robust under a variety of sensitivity analyses. In additional analysis, the findings confirm that tribal culture negatively moderates the effectiveness of internal monitoring mechanisms and is associated with low-quality auditing. Further, the authors find tribal culture associated with delayed financial information.Originality/valueTo the authors' knowledge, the study makes several contributions to the literature because it is the first archival evidence linking tribal culture with FRQ. It is the first to show that the effect of corporate governance mechanisms on FRQ is moderated by tribal culture. The study has valuable implications for policymakers, regulators, boards of directors and auditors in GCC countries as well as in countries with similar cultures.

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“…Some studies have also examined how country culture affects final ratings, rewards, and development strategies (Chiang & Birtch, 2010;Clarke, Alshenalfi, & Garavan, 2019;Wang, Zhu, Mayson, & Chen, 2019); however, such research is limited. Thus, recent reviews have highlighted the necessity to examine various components of PMS in non-Western settings in future research (Brown et al, 2018;DeNisi & Murphy, 2017).…”

Section: Introductionmentioning

confidence: 99%

“…Scholars have examined the (in)compatibility of Western‐style appraisals in a variety of non‐Western settings such as China (Gu, Nolan, & Rowley, 2019), Mexico (Selvarajan et al, 2018), Saudi Arabia (Harbi, Thursfield, & Bright, 2017), and Bangladesh (Hossain, Abdullah, & Farhana, 2015). Some studies have also examined how country culture affects final ratings, rewards, and development strategies (Chiang & Birtch, 2010; Clarke, Alshenalfi, & Garavan, 2019; Wang, Zhu, Mayson, & Chen, 2019); however, such research is limited. Thus, recent reviews have highlighted the necessity to examine various components of PMS in non‐Western settings in future research (Brown et al, 2018; DeNisi & Murphy, 2017).…”

Section: Introductionmentioning

confidence: 99%

“…Objective setting, evaluation of behaviours, continuous feedback, appraisal meetings, final ratings and outcomes were selected as the key components of PMSs for empirical examination, as these may be influenced by national culture (Clarke et al, 2019; Cooke & Huang, 2011; DeNisi & Murphy, 2017; Selvarajan et al, 2018; Wang et al, 2019). The three lenses of intended HR, enacted HR, and experienced HR (Nishii & Wright, 2008) were used to provide a deeper insight of the interplay, as per the recommendation of Farndale and Kelliher (2013) and Schleicher et al (2018).…”

Section: Introductionmentioning

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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The effects of subordinates’ use of upward influence tactics on their supervisors’ job performance evaluations in Saudi Arabia: the significance of loyalty

Cited by 11 publications

References 108 publications

Culture and performance appraisal in multinational enterprises: Implementing French headquarters' practices inMiddle East and North Africasubsidiaries

Culture and performance appraisal in multinational enterprises: Implementing French headquarters' practices inMiddle East and North Africasubsidiaries

Culture and financial reporting quality in GCC countries: what do we know about tribal culture?

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

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