Performance Appraisal and Feedback: A Consideration of National Culture and a Review of Contemporary Research and Future Trends

Handbook of Industrial, Work and Organizational Psychology: Personnel Psychology handbook of industrial, work and organizational psychology: Personnel psychology ◽

10.4135/9781848608320.n8 ◽

2012 ◽

pp. 127-144 ◽

Cited By ~ 23

Author(s):

Clive Fletcher ◽

Elissa L. Perry

Keyword(s):

Performance Appraisal ◽

National Culture ◽

Future Trends ◽

Contemporary Research

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The Influence of Feedback Conversation on Employee Performance in Malaysian’s Telecommunication Company

Journal of Business and Social Review in Emerging Economies ◽

10.26710/jbsee.v7i3.1731 ◽

2021 ◽

Vol 7 (3) ◽

Author(s):

Nur Farrah Najwa Zamri ◽

Abdul Halim Abdul Majid ◽

Houcine Meddour ◽

Noor-Asma Jamaluddin

Keyword(s):

Organizational Culture ◽

Performance Appraisal ◽

National Culture ◽

Positive Impact ◽

Employee Performance ◽

Multilinear Regression ◽

Appropriate Behavior ◽

Managerial Implications ◽

Feedback Frequency ◽

The Right

Purpose: Feedback conversation is the process of conveying information in the performance appraisal process. It helps employees to develop the right and appropriate behavior in order to achieve the targeted outcome. This study investigates the influence of feedback conversation (i.e., feedback frequency, the credibility of the feedback provider, receptive capability, organizational culture, and national culture) on employees’ performance in Malaysian-based telecommunication companies. Design/Methodology/Approach: The study utilized a descriptive quantitative approach, in which a 5-point Likert scale questionnaire has been used during data collection. A total of 341 respondents have participated out of 3019 employees in the selected company. The collected data were then be analyzed using SPSS and the inferential analysis of Multilinear Regression (MLR) was applied to test the hypotheses. Findings: MLR analysis revealed that the credibility of the feedback provider, the receptive capability of employees, and organizational culture and national culture have a significant positive impact on employees' performance. Meanwhile, feedback frequency has no significant impact on the employees’ performance. Implications/Originality/Value: This study has added values to management literature and offered practical managerial implications related to selected aspects of feedback conversations on the employees’ performance. Other similar organizational settings may also consider these findings to design and develop a more effective feedback conversation to boost employees’ performance.

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HRM in Transition Economies: The Case of Serbia

South East European Journal of Economics and Business ◽

10.2478/v10033-008-0017-5 ◽

2008 ◽

Vol 3 (2) ◽

pp. 75-88 ◽

Cited By ~ 6

Author(s):

Biljana Milikić ◽

Nebojša Janićijević ◽

Mirjana Petković

Keyword(s):

Performance Appraisal ◽

National Culture ◽

Transition Economies ◽

A Priori ◽

Hrm Practices ◽

The North ◽

Research Findings ◽

And Performance ◽

International Hrm ◽

Hr Managers

HRM in Transition Economies: The Case of SerbiaWhile the convergence vs. divergence debate has gained broad recognition among both HRM scholars and practitioners, it seems that a closer insight into current HRM developments in the South Eastern European transition economies has yet to be achieved. This paper, therefore, aims to highlight current HRM practices in Serbia and address possibilities for implementing the North American HRM model in a highly incompatible cultural setting. Investigation of HRM practices in Serbia is based on the "CRANET survey on Strategic International HRM" (Brewster et al., 2004) and on interviews with the HR managers of 38 randomly selected companies operating in Serbia. The Serbian national culture has been included a priori in the initial research design as an explanatory variable. Research findings suggest that both the incompetence of HR managers and professionals, as well as a slow-moving transition, need to be carefully considered to explain the distinctiveness of HRM in transition economies. On the other hand, national culture seems to be a key obstacle to the achievement of full convergence of performance appraisal and performance-related pay.

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The conflictological profile of the organisation as an element of cultural identity

Vestnik Universiteta ◽

10.26425/1816-4277-2021-11-168-173 ◽

2022 ◽

pp. 168-173

Author(s):

N. I. Pryanikova

Keyword(s):

Cultural Identity ◽

National Culture ◽

Cross Section ◽

Individual Characteristics ◽

Macro Level ◽

Organisational Effectiveness ◽

Contemporary Research ◽

Cultural Code

In contemporary research on organisational effectiveness, the concept of culture is gaining ground. Not only organisational and/or national culture is considered, but also the whole range of local subcultures: professional, personal, age, etc., which also need to be analysed and taken into account. This circumstance affects the micro- and macro-level functioning of the organisation in the cultural code. The article studies the phenomenology of conflict from the perspective of an organisation’s conflictological profile, which is a reflection of its cultural identity. A typological cross-section of the conflict, its operational, strategic and symbolic types has been revealed. They have individual characteristics and have an impact on the functioning of the organisation, shaping its unique conflictological profile.

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