This paper attempts to identify the
strengths and weaknesses of
performance appraisal approach in theory and in practice and to determine to what extent performance appraisal is conditioned by cultural factors as demonstrated in a typical Japanese bank. The author uses a historical/case
study approach, a process by which the historian seeks to test the truthfulness of the reports of observations that are provided by others, and
secondary research. The paper relates results that Japanese employees are motivated by many of the same factors that influence their American counterparts but by differing degrees: All employees recognize that hard work, loyalty and their commitment to organizational goals are aspects of their jobs, which should be evaluated; however, what appears to be the most glaring difference between Japanese and American employees is the extent to which such performance appraisal results are expected to be used in developing compensation levels. Tables and Charts. Table of Contents Introduction (Background) Research Aim Research Objectives Research Questions Background and Overview Strategic Human Resources Management Importance of Performance Appraisals Influence of Cultural Factors on Performance Appraisals Research Methodology Types of Data to be Used in the Research Criteria for Selection of Articles Advantages and Disadvantages using Secondary Data Evaluating Secondary Data Sources Research Analysis, Findings and Discussion Case Study One: Japanese Financial Services Firms and Banks in New York City by Beechler and Yang (1994) Case Study Two: TSDAL in New York City by Noriya Simiharta (1999) Conclusions Recommendations Project Limitations Further Research Reflection Appendix: General Steps to Improve the Performance Appraisal Process