A Theoretical Exploration of the Nexus Between Performance Appraisal, Culture, and Impression Management

Abstract

This study theoretically discusses that the impression management (IM) strategies that employees apply depending on the purpose of performance appraisal (PA) in organizations may vary in different cultures. The propositions developed are based on Schütz's four-dimensional classification of IM strategies and Trompenaars and Hampden-Turner's (1998) seven-dimensional model of culture. It has been proposed that employees may exhibit more assertive or defensive IM strategies for administrative PA, and offensive or protective IM strategies for developmental PA. Moreover, employees in particularistic, diffuse, and synchronous cultures may apply IM more frequently in the PA process. Employees in individualistic cultures may use defensive IM tactics for developmental PA, while in communitarian cultures they may resort to assertive IM. Furthermore, employees can apply offensive and assertive IM for administrative PA in ascription-oriented cultures, taking responsibility IM tactics in both administrative and developmental PAs in inner-directed cultures, and justification and excuse tactics in outer-directed cultures.