This study provides suggestions of retaining talents fo managerial practices. Findings of the research could assist international managers to concentrate on features which strongly affect the employees’ satisfaction and loyalty when they design and implement performance appraisal system in different locations. | TẠP CHÍ KHOA HỌC ĐẠI HỌC ĐÀ LẠT Tập 7, Số 1, 2017 23–54 23 THE EFFECTS OF PERFORMANCE APPRAISAL ON EMPLOYEE RETENTION: A COMPARISON OF FINNISH AND VIETNAMESE ENTERPRISES Nguyen Ha Thua* a The Faculty of Economics & Business Administration, Dalat University, Lamdong, Vietnam Article history Received: July 24th , 2016 | Received in revised form: November 05th, 2016 Accepted: November 16th, 2016 Abstract This research aims to identify the features of a performance appraisal system and explore how each feature affects the employees’ loyalty. Furthermore, the study would like to discover if these effects are different in different cultures. The author applied qualitative method, and the data were collected through 15 semi-structured interviews (including 7 cases conducted in Finland and 8 cases interviewed in Vietnam). Participants chosen for the research were knowledgeable employees working in Vietnamese or Finnish original enterprises. Four features of a performance appraisal system, which are goal setting, supervisor - subordinate relationship, rewards linked with performance result and fairness issue are argued based on literature review. From empirical studies, a variety of findings is identified supporting and supplementing for existing theories. One of those is the emphasis of self-development based performance appraisal in Finland and the rewarding based one in Vietnam. The performance appraisal system has weak impact on Finnish employees’ loyalty; while it does influence Vietnamese individual intention to leave the job. The findings also illustrate that Finnish staff take clear goal setting and fairness as prerequisite features of a performance appraisal; Vietnamese employees, in contrast, view the relationship with supervisors and rewards received as more significant criteria. This study provides suggestions of retaining talents for managerial practices. Findings of the research could assist international managers to concentrate on features which strongly
