Appraising Performance across Borders: An Empirical Examination of the Purposes and Practices of Performance Appraisal in a Multi‐Country Context
基于七个国家银行业1749名员工的样本，研究发现自信、不确定性规避、集体主义等文化维度对绩效评估的影响并非直接且被高估，组织需考虑其他因素，对理论和管理实践有重要启示。
abstract This study empirically investigated culture's consequences on the major purposes and practices of performance appraisal using a sample (n = 1749) drawn from the banking industry in seven countries across Europe, Asia, and North America. We found that the effects and predictive capability of assertiveness, uncertainty avoidance, in‐group collectivism, and power distance should not be overstated nor are they straightforward. Organizations must be cognizant of the potential influence that a range of other organizational, institutional, and economic factors may wield on appraisal. These findings hold significant implications for the theoretical underpinnings of appraisal, a management tool largely rooted in US equity, expectancy, and procedural justice values and traditions. They also offer important lessons for practice. Not only is the transferability of appraisal and its operationalization affected by interactions with divergent cultures and contextual settings, but new hybrid appraisal architectures are emerging that necessitate further research.