Abstract
This article examines the responses of subsidiaries in France and Germany to the performance appraisal system from their US parent company. In addition to existing research, we base our results on employee perception (and not human resources-specialist opinion) and analyse in detail cross-cultural differences with regards to the specific phases of a performance appraisal. Our results show that the taken-for-granted features of to the US-style performance evaluation process are not reflected in the same way in different cultural settings. Employee expectations in the French subsidiary focused strongly on the performance criteria and the evaluation process, whilst their German counterparts were more preoccupied by appraisal outcomes.
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