How Cultural Differences in Responses to Feedback Affect Leniency and Severity Rating Error/Bias in Performance Appraisals

Abstract

This study investigated if cultural differences between the United States and the People’s Republic of China affect (1) the rating errors/bias of performance appraisal (PA) feedback employees receive from their supervisors, (2) how employees in these two countries respond to their PA feedback, and (3) supervisors’ attitudes about using different PA feedback strategies. One hundred twenty-six participants were involved in the present study, 54 American employees from a teaching college in the Midwest, and 72 Chinese employees from a teaching college in Northeast China. The American employees received more lenient performance ratings from their supervisors than did the Chinese employees. Also, the American employees were more satisfied with lenient PA feedback, while Chinese employees were more satisfied with severe PA feedback. In addition to the main findings, it was also discovered that the male employees received higher rating than the female employees in both countries, American men were the least motived by their PA feedback, and American minorities were the least motived and satisfied with their PA feedback. The findings of the present study could be used for training supervisors who work in cross cultural (America and China) situations so they would have a better understanding of how PA feedback impacts subordinates in different countries.