An Examination of Attributions, Performance Rating and Reward Allocation Patterns: A Comparative Study of China, India, Tanzania and the United States

Abstract

Abstract In this study, using a sample of 191 individuals with significant work and supervisory experience from four countries (China and Tanzania—highly collectivistic, India—moderately collectivistic and the United States—highly individualistic), we examined whether cultural orientations of individualism and collectivism predicted performance ratings, internal attributions made to the poor performing employee and adherence to equity norm in reward allocations. Multiple regression analyses indicated that collectivist Chinese and Tanzanian raters provided more lenient performance ratings to a poor performing employee than individualistic Americans with the Indian raters providing more lenient ratings than Americans but more stringent ratings than Chinese or Tanzanians. Further, American raters made greater internal attributions than Tanzanians or Chinese. Chinese raters made relatively greater internal attributions to the employee than Tanzanians though both cultures are collectivistic cultures. Americans adhered to the equity norm the most and Indians adhered to equity norm but to a lesser extent than Americans but more than Tanzanians and Chinese. Implications are discussed.