Managers' theories of subordinates: A cross-cultural examination of manager perceptions of motivation and appraisal of performance

Article Abstract:

A cross-cultural study involving managers and employees of a global organization in North America, Asia and Latin America researched on managers perception of their employee's motivation and which kind of motivation according to them related better with performance appraisal of the employee. While North American managers perceived their employees to be extrinsically motivated and considered intrinsic motivation to be better related with performance appraisal, Latin American managers perceived their employees to be intrinsically motivated and considered extrinsic motivation to be better related with performance appraisal. Asian managers perceived their employees to be both extrinsically and intrinsically motivated and both kinds of motivations related with performance appraisal. In contrast, the employees reported to be more intrinsically motivated.

Asia, North America, Latin America, Motivational Techniques, Surveys, Managers, Employee motivation

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Differences in accuracy of absolute and comparative performance appraisal methods

Article Abstract:

Eighty undergraduate students were asked to view videotaped lectures and rate each lecture's performance 24 hours later in order to determine whether "absolute" or "comparative" performance appraisal ratings yielded greater accuracy in terms of stereotype accuracy (SA), differential accuracy (DA), elevation (EL) and differential elevation (DE). In terms of DE and EL accuracy, there was no notable difference between the two methods. However, in terms of DA and SA, the "comparative" method was proven more accurate than the "absolute" method.

Standards, Methods, Performance, Job evaluation

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Positive illusions of preference consistency: when remaining eluded by one's preferences yields greater subjective well-being and decision outcomes

Article Abstract:

The results of a study conducted to test the hypothesis that decision makers resolve the tensions by sustaining illusions of preference consistency, which in turn, confer psychological benefits are presented.

Decision-making, Decision making

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