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Performance Appraisal for Chinese State-owned Banking
Industry
Yongmei Zhang and Dr Ian Lovegrove, Liverpool Business School, Liverpool
John Moores University, John Foster Building, 98 Mount Pleasant, Liverpool, L3
5UZ, United Kingdom
Main author contact details: 0151 231 3592 (work); 07738011682 (mobile);
Email: [email protected]
Abstract
Performance appraisals, which are used to assist individual development and
organizational planning, are considered an important part of effective human
resource management. Studies of performance appraisal are invariably based
on Western theories, which can create issues when they are applied in different
cultures, with China being identified as one such area. With Chinas entry to the
WTO and the rapid accession of foreign banks, the Chinese financial sector is
an extremely sensitive area of development for the nations economy. It is
important, therefore, to understand the factors surrounding performance
appraisal and what the process adds to efficiencies in the Chinese state-owned
banking industry.
This paper is based on data collected from employees of Chinese state-owned
banks from 2005 to 2007. The findings suggest that the appraisees
perceptions of fairness have a positive relationship to their overall satisfaction
with both the performance appraisal process and its outcomes. However,
statistically significant differences were found in relation to whether appraisees
had received training in performance appraisal or not.
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1. Introduction
Performance appraisal, as a process of identifying, observing, measuring and
developing human performance in organisations (Carroll & Schnair, in Cardy &
Dobbins, 1994), has attracted the attention of both academics and practitioners.
The process is also viewed as making an important contribution to effective
human resource management, as it is closely linked to organisational
performance (Erdogan, 2002).
Studies on performance appraisal are invariably based on Western theories and
models (Dowling, Schuler & Welch, 1998) and issues can arise when these are
transposed and applied to different cultures. In particular, the use of
performance appraisal in China has been identified as an area that needs
addressing (ibid), with the roots of suitability, or any disquiet with the process,
not yet being fully understood.
1.1 Background to the Study
The Peoples Republic of China (PRC) is currently seen as a new growth
engine and an indispensable participant in global economy (Qu & Leung, 2006).
Since the adoption of the door-open policy and market reforms in 1978, the
PRC has witnessed a rapid economic development, with GDP growth averaging
around 10 per cent per year (Liu, Liu, Jing & Huang, 2005). Concurrently, the
financial industry in China has experienced a dramatic growth, developing from
one financial institute, the Peoples Bank of China, to the separation of the
central and commercial banks. Consequently, the banking industry has evolved
into a competitive market. However, the banking sector still holds a majority
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stake in the PRCs financial industry, with assets accounting for 85 per cent of
the whole industry in 2001 (Liu et al., 2005).
In recent years, following Chinas accession to the WTO, foreign banks have
explored opportunities in the financial markets of mainland China, which has
resulted in intensified overseas competition. As the success of the banking
industry relies on highly motivated and committed personnel, the new
competitive environment has brought structural changes (Xie, 2001). Changes
have been enacted through deregulation, technological development and
globalisation, whereby the competitive emphasis has changed from being
largely market-based to a more resource-based model (Perez & Falcon, 2004).
As a result, employees performance and the way they are appraised, requires
greater attention. Thus the current study seeks to explore the process of
performance appraisal in Chinese state-owned banks.
To achieve a clearer understanding a pilot study was undertaken to investigate
performance appraisal in Chinese State-owned banks. The study sought to
critically appraise the relationship between perceived fairness in the
performance appraisal system and the extent to which employees and
managers differed in their attitudes. Whilst a number of subject areas are
associated with performance management, such as knowledge transfer, power,
HR strategy and leadership, these wider issues fall outside the scope of this
paper.
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2. Literature Review
2.1 Overview & Definitions
Performance management, in its broadest context, is a managerial process that
links corporate objectives, performance standards and evaluation, to which the
performance review, or performance appraisal, are often applied (Pickett, 2003).
In its broadest sense performance appraisal serves three major purposes within
an organisation: administration, development and communication (Butler, Ferris
& Napier, 1991). Administrative functioning can be viewed as staffing,
compensation, promotion, along with the systems of reward and punishment;
whilst development refers to the identification and development potential for
future performance, which is linked to personal development planning. Finally,
communication aims to provide feedback to employees about their performance
and future goals. A more negative view of performance appraisal is offered by
Eckes (1994), who claims that performance appraisal records can be used as
by an organisation to guard against cases of wrongful dismissal.
Three broad areas are identified in the literature as more closely relating to
performance appraisal. Firstly, the development of appraisal instruments to
accurately and objectively measure human performance (Tznier, Joanies &
Murphy, 2001). Secondly, a focus on supervisor and employee characteristics
and their potential bias on performance appraisal ratings (Dewberry, 2001). The
third area concentrates on the uses and types of performance appraisal
systems within organisations (Scott & Einstein, 2001).
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Approaches to performance appraisal range from relatively simple techniques,
such as ranking and traits rating, to the more complex method of behaviourally
anchored scales (Tyson & York, 2000). Techniques also vary with regard to
temporal emphasis, either focusing on the past through rating and ranking, or
using management by objectives to provide a future focus.
Deficiencies in performance appraisal processes and practices have been
highlighted (Mohrman and Mohrman, 1995), which include areas relating to
inappropriate focus, inadequate training, poor communication and subjective
criteria.
2.2 Cultural Implications
In Western organisations performance appraisal is often used to determine
employee compensation, merit pay and other organisational rewards
(Armstrong, 2001). The process can equally facilitate other human resource
management functions (Torrington, 1994). Performance appraisal can, for
example, provide information on the effectiveness of the organisations
selection and placement programmes, or help identify training and development
needs. Further, performance appraisal can, in leading to improved performance,
directly support organisational objectives.
Since Hofstede (1988) published his earlier work a considerable interest in the
impact of national culture on management has evolved. In parallel, an interest
has developed on the transferability of Western management theories to other
cultures (Poon, 2004). Research has predominately focused on a comparative
analysis of human resource management functions and activities, with few
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researchers having paid attention to the cultural impact on performance
appraisal. Fung (1995) has argued that HRM is based on the Western model of
the rational employee, which may differ significantly from people of other
cultures. In particular, Western performance appraisal models are likely to
experience difficulty when applied to different cultural environments, with China
having been identified as a specific area of concern (Huo & von Glinow, 1995).
Of particular importance are studies that suggest that Chinese organisations
have utilised appraisal criteria that does not parallel those commonly used in
UK companies (Easterby-Smith, Malina & Lu, 1995). Despite the cultural
differences being highlighted, little research has been conducted in this area,
especially on performance appraisal in Chinas financial industry.
2.3 Performance Appraisal: a Chinese cultural perspective
Performance appraisal has undergone significant changes in China since the
economic reform of 1978. During the planned economy (1949-1978),
performance appraisal was most commonly used for cadres, with respect to
promotion and transfer, with there being little performance appraisal for the
workers themselves. The criteria for cadre performance appraisal were heavily
reliant on political loyalty, seniority and the maintenance of harmonious relations
with peers and subordinates (Easterby-Smith, Malina & Lu, 1995). The cadre
appraisal system was one of superiors rating subordinates, although the
approach tended not to use specified criteria, or the appraisal techniques
utilized by many Western models of appraisal (Zhu & Dowling, 1998).
Traditionally, outcomes from appraisals did not relate to pay. However, a trend
is emerging in China where reward-linked performance appraisals are being
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more widely used in organisations (Easterby-Smith et al., 1995), although
performance appraisal for cadres still exists.
Traditionally, the performance appraisal criteria used for cadres are De (political
attitudes and morality), Neng (capability), Qing (behaviour and working
attitudes) and Ji (performance and achievement) (Zhu & Dowling, 1998). An
emphasis is placed on democratic opinions, such as the importance of
harmonious peer and subordinate relationships and other traditional Chinese
values (Easterby-Smith et al., 1995). Conversely, the emergent performance
appraisal procedure for organisations includes self-assessment, peer group
discussion and feedback from the superior (Zhu & Dowling, 1998).
Observers have noted that performance appraisal in China lacks openness,
transparency, mutual influence and objective standards (Benson et al., 2000),
which contributes to a scepticism of performance appraisal and a resistance to
its implementation.
The Chinese state-owned banking industry is considered one of the most
sensitive sectors in business (Peoples Daily Online, 2005). Banking reform
plays a key role in Chinas efforts to create a modern and competitive financial
system. A question for the Chinese state-owned banking industry relates to how
experienced and highly-qualified employees can be retained, while foreign
organisations could offer attractive incentives and an optimistic future. As
employees have been recognised as the source of competitive advantage
(Barney, 1995), it is possible that performance appraisal can contribute to the
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future success of the Chinese state-owned banking industry as long as the
process of performance appraisal can achieve employees satisfaction.
2.4 Performance Appraisal and Organizational Justice
Organisational justice, as a socially constructed dimension (Colquitt et al.,
2001), seeks to explain employees attitudinal and behavioural reactions,
including job satisfaction and organisational commitment (Masterson et al.,
2000). Because performance appraisal is an important human resource
management practice, that has implications for individual reward, employee
perceptions of justice are especially salient (Erdogan, 2002), as they can form
an effective criteria for performance appraisal.
Erdogan (2002) claim that organisational justice has two subjective perceptions,
procedural justice (the fairness of procedures used to decide outcome
distributions) and distributive justice (the fairness of outcome distribution).
When employees feel unfairly treated, they are likely to react by changing their
job attitudes (Vigoda, 2000), especially with respect to employee satisfaction
(Tayloret al., 1995). Perceptions of procedural justice have also been shown to
affect organizational outcomes (Flint, 1999). Further, it is suggested that the
perceived fairness of performance appraisals is an important criterion in judging
their effectiveness and usefulness for an organization (Landy & Farr, 1980).
Distributive justice is concerned with the perceived fairness of the outcomes or
allocations those individuals in organisations receive (Nurse, 2007). In
performance appraisals, individuals compare their efforts with the rating they
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received and the fairness of that rating, to reach an individual perception of
distributive justice (Erdogan, 2002).
The perception of justice can be seen to relate to organisational culture,
whereby, in a similar situation, different cultural groups may elicit varying
perceptual impressions of organisational or personal justice (Leung & Morris,
2001). Murphy and Cleveland (1991) claim that performance appraisal is
unlikely to be effective unless those involved in the process perceive it as fair. It
follows that within the performance appraisal process the appraisees need to be
considered as salient stakeholders (Simmons & Lovegrove, 2002).
Thus, an overriding theme in performance appraisal research has been the
focus on appraiser and instrument reliability and validity, rather than examining
the views of appraisees in the process of performance appraisal. Few studies
have investigated performance appraisal in China since the economic reform of
1979, with the aspect of appraisees perspective of performance appraisal in the
Chinese state-owned banking industry, not having been previously explored.
This study, therefore, takes the views of appraisees in Chinese state-owned
banking industry as the central focus. Specifically, the broad aim is to explore
the relationship between the appraisees perception of fairness and
performance appraisal satisfaction, and how training employees in performance
appraisal impacts on their perception. The studys central hypotheses are stated
as:
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H1: Appraisees perception of fairness is not related to their satisfaction with the
performance appraisal.
H1 There is no difference between those appraisees who have been trained in
performance appraisal and those who have not.
3. Methodological Approach
3.1 Method
As the study sought to investigate the relationship between appraisees
perception of fairness in Chinese banking industry in relation to their satisfaction
with performance appraisal, an exploratory stance was adopted (Philip & Pugh,
1994), along with the deductive approach of investigating performance
appraisal.
The study adopted the survey method, with data being gathered by
questionnaire (Saunders, Lewis & Thornhill, 2003), to test the two hypotheses
(Hussey & Hussey, 1998). Questions in the body of the questionnaire, relating
to performance appraisal were scaled in nature, whilst the ten questions
concerning biographic data were categorical in nature. It was not possible for
random sampling to be used in selecting the study sample, so critical case
sampling was used to target the various financial institutes and levels of
employees (Coolican, 1999). A total of 114 questions were designed. As cross-
cultural interpretation of language can constitute an intervening variable and
impact on validity, one of the authors, who is bilingual, translated the questions
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into Chinese. Subsequently, a second Chinese speaker translated the questions
back into English, with no major differences being identified.
Data was collected in China between 2005 and 2007, when 300 employees
from Chinese state-owned banking industry were surveyed in a pilot study. Of
the questionnaires distributed 206 were returned, representing a response rate
of approximately 68.7 per cent. The questionnaire investigated perceptions of
performance appraisal in general, with a section specifically related to the
perceived fairness associated with performance appraisal. Responses were
sought on a 7-point Likert scale, ranging from 1 (strongly disagree) to 7
(strongly agree). The final section in the questionnaire addressed the
demographic data that was to be used as independent variables. Within the
biographical section questions identified whether the respondents performance
appraisal rating were at variance to how they assessed their own performance.
Statistical analyses were computed using SPSS version 14.0 for Windows.
3.2 Sample
Around 60 per cent of respondents were male, with the largest group for both
genders falling within the 31-40 age range. Whilst all respondents were workers
in Chinese State-Owned banks, a high proportion of respondents (36 per cent)
had been in banking for more than 15 years. Overall, 40 per cent of
respondents were educated to degree level, with 39 per cent having achieved a
college award. Of all respondents, 30 per cent had completed a performance
appraisal within the last three months, although only 14 per cent had received
training in the performance appraisal process
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4. Findings
The central focus of the study was the first hypothesis that sought to determine
if a relationship existed between the appraisees perception of performance
appraisal with respect to the fairness of the process and their satisfaction with
the outcomes, which was operationalized through a series of questions.
Perception of fairness Perception was measured by seven items for example,
When I think of the effort I put in, I am satisfied with the rewards I get, Pay
increases are directly related to how well I do the job, I believe that in my
performance appraisal I was treated the same way as everyone else and I trust
my manager to give a fair appraisal to all staff.
Satisfaction with performance appraisal The measure of appraisees
satisfaction with performance appraisal was based on three areas which related
to: (1) the overall satisfaction with performance appraisal practice in the
organization (e.g. I am satisfied with the rating I received at my last
performance appraisal), (2) the adequacy of feedback appraisee receive (e.g.
The performance appraisal I received provided me with feedback that will help
me to improve my performance), and (3) appraisees perceptions of their
appraisers commitment to conducting an effective performance appraisal (e.g.
I trust my appraisers to accurately report my performance to senior managers.)
Table 1.The relationships between perception of fairness and performance
appraisal satisfaction
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Correlations
1 .582** .673** .555**
.000 .000 .000206 206 206 206
.582** 1 .640** .357**
.000 .000 .000
206 206 206 206
.673** .640** 1 .414**
.000 .000 .000
206 206 206 206
.555** .357** .414** 1
.000 .000 .000
206 206 206 206
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Performance appraisal
satisfaction (ra ting)
Perception of fairness
(rewards)
Perception of fairness
(pay increases)
Performance appraisal
satisfaction (feedback)
Performance
appraisal
satisfaction
(rating)
Perception
of fairness
(rewards)
Perception of
fairness (pay
increases)
Performance
appraisal
satisfaction
(feedback)
Correlation is significant at the 0.01 level (2-tailed).**.
The findings support a statistically significant relationship at
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Group Statistics
64 4.5938 1.19149 .14894
30 5.4333 1.43078 .26122
Have you been
trained in PA?
No
Yes
I am sa tisfied with the
rating i received at my
last PA.
N Mean Std. Deviation
Std. Error
Mean
The results from an Independent Sample t-Test are presented in Table 2. The
findings indicated that respondents who attended the training were significantly
more satisfied than those who had not (p= 0.004).
5. Discussion
Butleret al(1991), in dividing performance appraisal into three areas, identify
administration element as key. In their terms, administration refers to the
perceived reward and promotion outcomes that emerge from performance
appraisal.
In any appraisal system there are likely to be opportunities for appraiser bias
(Dewberry, 2001), although the majority of appraises in the study considered
the process to be fair. There is a link between procedural justice and
distributive justice (Erdogan, 2002), with the former relating to the perceived
fairness of the appraisal process. Distributive justice, again supported in the
study, refers to outcomes and the perceived fairness of these. There is
evidence that when process and outcomes are perceived as fair employee
morale and effectiveness is likely to increase (Murphy & Cleveland, 1991),
which in the competitive market China is facing can be viewed as a positive
outcome. Thus, the findings for the first hypothesis parallel Murphy and
Clevelands (1991) assertion that a basic requirement for an effective
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performance appraisal system is that those involved in the process accept it as
fair. If the reverse is applied, then a performance appraisal that is perceived as
unfair, is likely to have dysfunctional outcomes. In contrast, employees with a
positive view of performance appraisal are more likely to be more embrace the
process, be better motivated and improve their performance overall.
The apparent decline in using performance appraisal solely for cadres
(Easterby-Smith et al, 1995) is likely to increase motivation in the workforce.
Indeed, the emergence of a more inclusive form of performance appraisal
system appears, at least in Chinese state-owned banks, to evince greater
satisfaction, both with the process and the outcomes.
The second area that Butleret als (1991) identified in their model relates to the
development of those involved in performance appraisal, asserting that training
is likely to increase satisfaction in the appraisal process. The second hypothesis
appears to support the findings of Butler et al (1991) in that those who had
received training in performance appraisal were significantly more satisfied with
their ratings than those who were not trained.
The training of employees to participate in the performance appraisal process
as an appraisee is an important element in ensuring that objectives are realistic
(Cook & Crossman, 2004), with the enhanced likelihood of feedback being
acted on. The importance of training people to participate in performance
appraisal is also stressed by Bretz, Milkovich and Read (1992) who advocate
that, to achieve maximum effectiveness, the process should be an ongoing
process.
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An overarching theme for both training and the perceived fairness of the
process and rewards relates to Butler et als (1991) third elements in their
model, that of communication. Past findings from China have indicted a lack of
openness and transparency (Xie, 2001). The training is not as yet widespread,
but it does appear that a movement towards more openness is apparent, at
least in the state owned banking industry.
6. Conclusions
It is apparent that within the Chinese state-owned banking industry, appraisees
perception supports a positive relationship between fairness in and satisfaction
with, the performance appraisal process. That is, the higher an appraisees rates
the process as fair, the more satisfied they are with the performance appraisal.
Although only a pilot study, the outcomes may be seen as an indication of
Chinese State Banks moving from a market based position to a resource based
approach (Perez & Falcon, 2004). To this end the employee will need to be
viewed as a more significant stakeholder (Simmons & Lovegrove, 2002) in both
the organizational and appraisal systems.
Aspects of both procedural and distributive justice (Erdogan, 2002) were high,
although differences existed between those who had received training and
those who had not. If performance appraisal in the Chinese state-owned
banking industry is to be enhanced further, then the effective training of both
appraisees and appraisers is required.
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The state banks have a key role in Chinas developing economy, with people
providing a strong source of competitive advantage (Barney, 1995). Unfair of
treatment of employees can impact on job performance (Vigoda, 2000) and
affect employee satisfaction (Taylor et al, 1995), so it is important that
satisfaction with performance appraisal systems remains high.
7. Application and Future Research
The findings refer to a pilot study and further research is needed to fully support
the hypotheses. Future research should focus on broadening the study to
embrace a wider population and more discrete independent variables from
within the state banking environment. Further investigation is also needed on
the nature of the appraisal instruments, which is considered an important aspect
of performance appraisal (Tzineret al, 2000; Perez & Falcon, 2004) and how
these relate to the existing Western models. There is evidence of culturally
specific systems being required (Fung ,1995; Huo & von Glinow, 1995; Zhu &
Dowling, 1998) and the ultimate goal is to design an effective performance
appraisal process and instrument, that could be of used within the state banks
of China.
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