Differences between Chinese and Western managerial views of performance

Abstract

Multinational corporations operating in Greater China need to continue improving employee performance levels, but Western style performance appraisals might not be the right answer. This paper examines some of the differences in the ways that Chinese and Western managers view performance in order to determine the appropriateness of Western appraisal techniques. Using a sample drawn from Hong Kong, significant differences between Hong Kong Chinese and UK managers are found, particularly in the role that trait attribution plays in the appraisal process. The paper concludes by considering the implications that these observed differences have for both performance appraisal research as well as for practice.