Assumptions, Culture and Performance Appraisal

Cultural assumptions are often inadvertently exported or imported when performance appraisal is introduced in organisations in developing countries. Performance appraisal has been developed in “individualist” societies, and the systems, when applied in non‐individualistic cultures, can cause unintended offence, or are incorrectly, and therefore uselessly, employed. Guidelines for the design of more culturally appropriate approaches are suggested.