What is it about?
When a manager assigns an overall performance rating, most like they consider not only a employee's performance on work tasks but also the employee's organizational citizenship behaviors, such as helping out a fellow employee, and the employee's counterproductive work behaviors, such as harming an organization's reputation with their actions. We show that to what extent these different types behaviors are considered when assigning an overall performance rating is partly a function of the manager's cultural values, specifically collectivism and individualism.
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Why is it important?
Our research provides an explanation for why two managers can see the same employee behaviors but provide different overall performance ratings. To what extent managers hold collectivistic or individualist values will relate to what extent they weigh task behaviors, organizational citizenship behaviors , and counterproductive behaviors when assigning an overall performance ratings.
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This page is a summary of: Do all raters value task, citizenship, and counterproductive behaviors equally: An investigation of cultural values and performance evaluations, Human Performance, August 2017, Taylor & Francis, DOI: 10.1080/08959285.2017.1357556.
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