MSc in INTERNATIONAL MANAGEMENT
MN5251: DISSERTATION
A critical examination of employee’s perceived appraisal accuracy in China
ABSTRACT
This study investigates what determinants contribute to employee’s perceived appraisaaccuracy in Chinese organisations. This study develops a model that utilises distributivejustice, procedural justice, 留学生国际管理硕士论文interactional justice, interpersonal affect, administrativepurpose, developmental purpose, perceived use of multiple criteria and perceived use ofmultiple raters to predict employee’s perceived appraisal accuracy in China. Based onexisting literature, this study conducts a survey in 9 Chinese organisations to examinethis framework. Data from 194 Chinese employees are utilised to test the hypothesizedrelationships. Interview data from 4 respondents are utilised to interpret the underlyinglogic behind the relationships. The results suggest that the perception distributive justice,procedural justice, interactional justice, interpersonal affect,administrative purpose anddevelopmental purpose are positively related to employee’s perceived appraisalaccuracy. Furthermore, the findings indicate that when organisations consider theirstrategies about PA systems in China, national cultural values should be taken intoaccount. Specifically, open, honest and modest business culture seems to be morefeasible in China.
CONTENT
ABSTRACT.....................................................................0
Chapter 1: Introduction.....................................................3
Chapter 2: Literature Review and Hypotheses .................5
Chapter 3: Method..........................................................21
Chapter 4: Analysis and Results .....................................28
Chapter 5: Discussion.....................................................35
Chapter 6: Limitation and Implication............................41
Chapter 7: Conclusion ....................................................43
ACKNOWLEDGEMENT..............................................44
REFERENCE.................................................................45
APPENDIX....................................................................57
3
Chapter 1: Introduction
Human resource (HR), as Hamel & Prahalad (1993) concluded, is one of the mostfundamental and sustainable sources of competitive advantage. ‘A substantial andrapidly expanding body of evidence’ showed ‘the strong connection between how firmsmanage their people and the economic results achieved’ (Pfeffer, 1998:31). Withrealisation of the decisive effect of HR in the real business world, human resource
management (HRM) becomes more popular in business studies. More and morescholars and practitioners have conducted relevant research to provide theoretical andempirical guidance since the early 1900s when the modern concept of HRM was(责任编辑：BUG) |
