| This study examined the relationship between employee-supervisor cultural differences and perceived procedural justice in performance appraisal for 98 Chinese employees from mainland China and the United States. The current study looked at three cultural dimensions (i.e., assertiveness, collectivism, and power distance) and two aspects of procedural justice (i.e., informal quality of decision making and informal quality of treatment). Using MANOVA and multiple regression analyses, the author found that Chinese supervisors were lower in assertiveness, and higher in collectivism and power distance than American supervisors. In addition, Chinese employees perceived themselves as more similar to their Chinese supervisors than Chinese employees did to their American supervisors in terms of assertiveness, collectivism, and power distance. The author also found when controlling for employees' educational level, both the informal quality of decision making of procedural justice and the informal quality of treatment of procedural justice were higher when supervisors were highly assertive. Thus, Chinese employees with American supervisors perceived higher procedural justice in performance appraisal than Chinese employees with Chinese supervisors both in terms of the informal quality of decision making and the informal quality of treatment. This study helped to set the stage for further cross-cultural investigation concerning procedural justice and its relationship to managerial effectiveness.;Keywords: culture, procedural justice, performance appraisal... |
