English  |  正體中文  |  简体中文  |  Post-Print筆數 : 11 |  Items with full text/Total items : 88613/118155 (75%)
Visitors : 23461401      Online Users : 701
RC Version 6.0 © Powered By DSPACE, MIT. Enhanced by NTU Library IR team.
Scope Tips:
  • please add "double quotation mark" for query phrases to get precise results
  • please goto advance search for comprehansive author search
  • Adv. Search
    HomeLoginUploadHelpAboutAdminister Goto mobile version
    政大機構典藏 > 商學院 > 會計學系 > 期刊論文 >  Item 140.119/24472
    Please use this identifier to cite or link to this item: http://nccur.lib.nccu.edu.tw/handle/140.119/24472


    Title: Cross-Culture Differences in the Behavioral Consequences of Imposing Performance Evaluation and Reward Systems: An Experimental Investigation
    Authors: 吳安妮
    Awasthi, Vidya N.;Chow, Chee W;Wu, Anne
    Keywords: Performance evaluation and rewards;National culture;Cross-cultural comparison;Employee decisions;Teamwork;Self vs. collective interest conflicts
    Date: 2001
    Issue Date: 2009-01-13 15:28:06 (UTC+8)
    Abstract: This study explores the effects of national culture differences on the behavioral consequences of imposing performance evaluation and reward systems (PERS). It postulates that two cultural dimensions — individualism/collectivism and power distance — can modify employees' decisions under, as well as satisfaction with, imposed performance evaluation and rewards aimed at modifying their work-related behavior. In a laboratory experiment that focused on a teamwork setting, these cultural attributes were operationalized via a comparison of US vs. Chinese nationals in Taiwan (CNT). On the whole, the results were consistent with US nationals significantly changing the team orientation of their decisions in response to imposed performance measures and rewards, but a similar impact was not found for the CNT subjects. And, consistent with culture-based predictions, US nationals had significantly lower satisfaction under imposed, rather than self-selected, performance evaluation and reward structures, while their CNT counterparts did not have a similar adverse reaction. These results are consistent with prior Anglo-American-based research that the PERS significantly affects employee behavior. But they also suggest that this finding may not be directly generalizable to employees whose national cultures differ from those of Anglo-Americans.
    Relation: The International Journal of Accounting,36,291-309
    Data Type: article
    DOI 連結: http://dx.doi.org/10.1016/S0020-7063(01)00104-2
    DOI: 10.1016/S0020-7063(01)00104-2
    Appears in Collections:[會計學系] 期刊論文

    Files in This Item:

    File Description SizeFormat
    291309.pdf121KbAdobe PDF797View/Open


    All items in 政大典藏 are protected by copyright, with all rights reserved.


    社群 sharing

    著作權政策宣告
    1.本網站之數位內容為國立政治大學所收錄之機構典藏,無償提供學術研究與公眾教育等公益性使用,惟仍請適度,合理使用本網站之內容,以尊重著作權人之權益。商業上之利用,則請先取得著作權人之授權。
    2.本網站之製作,已盡力防止侵害著作權人之權益,如仍發現本網站之數位內容有侵害著作權人權益情事者,請權利人通知本網站維護人員(nccur@nccu.edu.tw),維護人員將立即採取移除該數位著作等補救措施。
    DSpace Software Copyright © 2002-2004  MIT &  Hewlett-Packard  /   Enhanced by   NTU Library IR team Copyright ©   - Feedback