Managers' Theories of Subordinates: A Cross-Cultural Examination

This study examines the relationship between managers' perceptions of employee motivation and performance appraisal by surveying managers and employees in three distinct cultural regions.
April 26, 2006
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This study examines the relationship between managers' perceptions of employee motivation and performance appraisal by surveying managers and employees in three distinct cultural regions (North America, Asia, and Latin America), within a single global organization. Employee motivation is categorized as intrinsic (e.g., enjoyment and interest in job) or extrinsic (e.g., pay and benefits) and evaluated from the perspective of managers and employees. Based on surveys of managers and employees at Citigroup, the authors test several hypotheses and examine cross-culturally both managers' perception of whether their employees are primarily motivated by intrinsic or extrinsic incentives, and the role these perceptions play in the appraisal of employee performance.

Sheena Iyengar

Professor Iyengar has taught courses in leadership and entrepreneurial creativity. Her research addresses the implications of offering people, whether they be employees or consumers, choices. She has examined choice in a multitude of contexts ranging from employee motivation and performance in a global organization, Citigroup, to chocolate displays at Godiva, to the magazine aisles of supermarkets, and to mutual fund options in retirement benefit...

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Sanford DeVoe, Sheena Iyengar

"Managers' Theories of Subordinates: A Cross-Cultural Examination of Manager Perceptions of Motivation and Appraisal of Performance"

 

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