Influence of ethnic values on public sector performance management

• Published in: Asian education and development studies Vol. 7; no. 2; pp. 234 - 250
• Main Authors: Newman MK Lam, MacGregor, James
• Format: Journal Article
• Language: English
• Published: Bingley Emerald Group Publishing Limited 09.04.2018
• Subjects: Accountability; Administrative reform; Asian Culture; Assertiveness; Beliefs; Chinese culture; Civil service; Collective bargaining; Collectivism; Comparative Analysis; Confucianism; Corporate culture; Cultural Influences; Education; Employees; Employment security; Ethnicity; Femininity; Individualism; Influence; Leadership Styles; Literature Reviews; Manufacturing; Masculinity; Organizational Culture; Performance Based Assessment; Performance management; Physical Environment; Pragmatics; Program Evaluation; Public administration; Public Sector; Semiotics; Values; Hong Kong China; Canada; Singapore; Western Canada; China; Macao
• ISSN: 2046-3162; 2046-3170
• DOI: 10.1108/AEDS-06-2017-0056

Purpose The purpose of this paper is to examine whether deeply rooted ethnic values persist in public administration in spite of strong foreign influence in education and administrative culture.Design/methodology/approachThis paper presents the theories and concepts on ethnic values, in particular Chinese and Canadian administrative values in order to examine their differences. Victoria of Canada and Hong Kong of China, both former British colonies, have been selected as the study sites due to their similarity in British education and administrative culture. Comparable samples of human subjects were drawn from the public sectors of Hong Kong and Victoria, who were either students or graduates of a master of public administration program. A questionnaire containing questions on program evaluation and staff promotion was administered to participants.FindingsThe survey results show that, while organizations may have similar administrative systems and cultures, employees revert to their ethnic values for matters concerning their immediate well-being - staff promotion in this case. The findings also suggest that employees endorse good practices and reject bad ones more often than they believe their organizations do.Research limitations/implicationsThe purpose of this study is to examine whether lengthy foreign influence can change deeply rooted ethnic culture. The research results are not aimed at and may not be relevant to explaining a current situation.Practical implicationsThe research findings may help improve public administration, in particular regarding issues of human resources management.Social implicationsThe research findings may provide a better understanding of social behavior in the work place.Originality/valueThis paper contains original data for a comparative analysis that appears to have never been done before. It provides empirical proof that deeply rooted ethnics values are very difficult to change in spite of a long history of foreign influence.