The Extent of Divergence in Human Resource Practice Across Three Chinese National Cultures: Hong Kong, Taiwan and Singapore

Abstract

This study examines the extent of divergence versus convergence impact on the design of performance appraisal schemes across three Chinese culture‐based newly industrialised countries: Hong Kong, Taiwan and Singapore. This survey research, which assessed respondents’ perceptions of their country's predominant behavioural characteristics of management practice pertinent to performance appraisals, demonstrated significant differences among the countries under study. the results suggest that, contrary to past cross‐cultural cluster research, homogeneity should not automatically be assumed in guiding important management practices such as performance appraisal.

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