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: y.zhang@livjm.ac.uk

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 China’s entry to the

WTO and the rapid accession of foreign banks, the Chinese financial sector is

an extremely sensitive area of development for the nation’s 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 appraisee’s

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.

1
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 People’s 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 People’s 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

2
stake in the PRC’s financial industry, with assets accounting for 85 per cent of

the whole industry in 2001 (Liu et al., 2005).

In recent years, following China’s 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, employee’s 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.

3
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).

4
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 organisation’s

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

5
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 China’s 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

6
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 (People’s Daily Online, 2005). Banking reform

plays a key role in China’s 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

7
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

(Taylor et 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

8
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 appraisee’s 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 appraisee’s perception of fairness and

performance appraisal satisfaction, and how training employees in performance

appraisal impacts on their perception. The study’s central hypotheses are stated

as:

9
H1: Appraisee’s 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 appraisee’s

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

10
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 respondent’s 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

11
4. Findings

The central focus of the study was the first hypothesis that sought to determine

if a relationship existed between the appraisee’s 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 appraisee’s

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) appraisee’s perceptions of their

appraiser’s 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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 Correlation s

Perform ance Performance

appraisal Perception Perception of appraisal
satisfaction of fairness fairness (pay satisfaction
(rating) (rewards) increases) (feedback)
Perform ance appraisal Pearson Correlation 1 .582** .673** .555**
satisfaction (rating) Sig. (2-tailed) .000 .000 .000
N 206 206 206 206
Perception of fairness Pearson Correlation .582** 1 .640** .357**
(rewards) Sig. (2-tailed) .000 .000 .000
N 206 206 206 206
Perception of fairness Pearson Correlation .673** .640** 1 .414**
(pay increases) Sig. (2-tailed) .000 .000 .000
N
206 206 206 206

Perform ance appraisal Pearson Correlation .555** .357** .414** 1

satisfaction (feedback) Sig. (2-tailed) .000 .000 .000
N 206 206 206 206
**. Correlation is significant at the 0.01 level (2-tailed).

The findings support a statistically significant relationship at <0.05, indicating a

clear correlation between the respondent’s perception of fairness and

performance appraisal satisfaction. Thus, the null hypothesis is rejected and the

alternative hypothesis is accepted, a statistically significant relationship does

exist. From this result it can be deduced that the perception of fairness is

positively correlated to performance appraisal satisfaction, although the

Pearson correlation is only moderate.

Descriptive statistics indicated that around half (54 per cent) of the respondents

had not attended performance appraisal training. Thus, the second hypothesis

sought to determine if differences existed between those appraisees who have

been trained in performance appraisal and those that have not.

Table 2. Difference of performance appraisal satisfaction between people who

attended the performance appraisal training and those who did not

13
 Group Statistics

Have you been Std. Error

trained in PA? N M ean Std. Deviation Mean
I am satisfied with the No 64 4.5938 1.19149 .14894
rating i received at my
last PA. Yes 30 5.4333 1.43078 .26122

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

Butler et 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

Cleveland’s (1991) assertion that a basic requirement for an effective

14
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 Butler et al’s (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.

15
An overarching theme for both training and the perceived fairness of the

process and rewards relates to Butler et al’s (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.

16
The state banks have a key role in China’s 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 (Tziner et 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.

17
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