Cross-cultural responses to performance appraisals in Germany and France

A refinement of the picture

Bibliographic Data

ID12701293
AuthorsSabine Jentjen (0000-0002-5951-1679, Institut supérieur du commerce de Paris, corresponding author), Julia Brandl (0000-0001-9586-6461, Innsbruck University School of Management, Austria)
Year2015
Volume15
Issue3
Pages285-304
Publication date2015-10-19
Peer ReviewedYes
Open AccessYes
TypeARTICLE
VenueInternational Journal of Cross Cultural Management (JOURNAL)
Journal identifiersISSN: 1470-5958 • E-ISSN: 1741-2838
PublisherSAGE Publishing (PUBLISHER • US)
DOI10.1177/1470595815603412
OpenAlexW2216435330
LanguageEN
Citations received1
References cited37

This article examines the responses of subsidiaries in France and Germany to the performance appraisal system from their US parent company. In addition to existing research, we base our results on employee perception (and not human resources-specialist opinion) and analyse in detail cross-cultural differences with regards to the specific phases of a performance appraisal. Our results show that the taken-for-granted features of to the US-style performance evaluation process are not reflected in the same way in different cultural settings. Employee expectations in the French subsidiary focused strongly on the performance criteria and the evaluation process, whilst their German counterparts were more preoccupied by appraisal outcomes

Business · Economics · Geography · German · Management · Multinational corporation · Perception · Performance appraisal · Political science · Process (computing · Public relations · Subsidiary · Accounting and Organizational Management · Computer Science · Global and Cross-Cultural Management · International Student and Expatriate Challenges · Law · Psychology · Marketing

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