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Social Comparison in Performance Appraisal.

Record Type:	Language materials, manuscript : Monograph/item
Title/Author:	Social Comparison in Performance Appraisal./
Author:	Chun, Jinseok S.
Description:	1 online resource (126 pages)
Notes:	Source: Dissertation Abstracts International, Volume: 79-09(E), Section: A.
Contained By:	Dissertation Abstracts International79-09A(E).
Subject:	Management. -
Online resource:	click for full text (PQDT)
ISBN:	9780355906776

Social Comparison in Performance Appraisal.
Chun, Jinseok S.

Social Comparison in Performance Appraisal. - 1 online resource (126 pages)

Source: Dissertation Abstracts International, Volume: 79-09(E), Section: A.

Thesis (Ph.D.)--Columbia University, 2018.

Includes bibliographical references

This dissertation examines to what extent social comparison is emphasized in performance evaluations of work organizations, how employees react to it, and whether there is an alternative to it. Operationalizing social comparison as an evaluation process that compares an employee's performance to their coworkers' performance, Studies 1 and 2 demonstrate that social comparison is emphasized to a stronger extent in collectivistic cultures than in individualistic cultures. Studies 3 and 4 find that employees in collectivistic cultures perceive higher procedural fairness when they receive social comparison evaluations as compared to employees in individualistic cultures. The mediation analyses from Studies 2 and 4 indicate that these findings are explained by the perceived descriptive and injunctive norms of social comparisons within collectivistic versus individualistic cultures, which shape people's general attitudes toward using social comparison in evaluation settings. In collectivistic cultures that put strong emphasis on people's social context, social comparison is considered to be a necessary component of performance evaluations. In contrast, in individualistic cultures where people focus on the specific characteristics of each person, social comparison is believed to be more or less irrelevant.

Electronic reproduction.
Ann Arbor, Mich. :
ProQuest,
2018

Mode of access: World Wide Web

ISBN: 9780355906776Subjects--Topical Terms:

558618
Management.
Index Terms--Genre/Form:

554714
Electronic books.

Social Comparison in Performance Appraisal.
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245 1 0 $a Social Comparison in Performance Appraisal.
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300 $a 1 online resource (126 pages)
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500 $a Source: Dissertation Abstracts International, Volume: 79-09(E), Section: A.
500 $a Adviser: Joel Brockner.
502 $a Thesis (Ph.D.)--Columbia University, 2018.
504 $a Includes bibliographical references
520 $a This dissertation examines to what extent social comparison is emphasized in performance evaluations of work organizations, how employees react to it, and whether there is an alternative to it. Operationalizing social comparison as an evaluation process that compares an employee's performance to their coworkers' performance, Studies 1 and 2 demonstrate that social comparison is emphasized to a stronger extent in collectivistic cultures than in individualistic cultures. Studies 3 and 4 find that employees in collectivistic cultures perceive higher procedural fairness when they receive social comparison evaluations as compared to employees in individualistic cultures. The mediation analyses from Studies 2 and 4 indicate that these findings are explained by the perceived descriptive and injunctive norms of social comparisons within collectivistic versus individualistic cultures, which shape people's general attitudes toward using social comparison in evaluation settings. In collectivistic cultures that put strong emphasis on people's social context, social comparison is considered to be a necessary component of performance evaluations. In contrast, in individualistic cultures where people focus on the specific characteristics of each person, social comparison is believed to be more or less irrelevant.
520 $a Given the aversive effect of social comparison in individualistic cultures, the second chapter of this dissertation investigates whether there is a proper alternative to social comparison in the context of performance evaluations. It finds that temporal comparison---which compares an employee's performance to his or her own past performance---can be such an alternative. Temporal comparison secures employees' perceptions of fairness by providing the beliefs that their evaluators are focusing on them and their specific characteristics. These findings imply that employees in individualistic cultures want their independent identities to be acknowledged at work, and providing temporal comparison evaluations is one way to fulfill such needs.
533 $a Electronic reproduction. $b Ann Arbor, Mich. : $c ProQuest, $d 2018
538 $a Mode of access: World Wide Web
650 4 $a Management. $3 558618
655 7 $a Electronic books. $2 local $3 554714
690 $a 0454
710 2 $a ProQuest Information and Learning Co. $3 1178819
710 2 $a Columbia University. $b Business. $3 1179075
773 0 $t Dissertation Abstracts International $g 79-09A(E).
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=10810728 $z click for full text (PQDT)