Assessing Chinese managerial competencies from different perspectives
Date of Issue2013
School of Humanities and Social Sciences
In this study we investigated assessments of managerial competency in the context of Chinese local government public officials. Based on data collected from a 2008 survey conducted in China’s Jiangsu Province and drawing on the competing values framework developed by Quinn and Rohrbaugh (1981, 1983), we examined discrepancies in the assessment of managerial competencies through the supervisors’ self-assessments of their own competencies, subordinates’ self-assessments of their own competencies, supervisors assessments of their subordinates’ competencies, and subordinates’ assessments of their supervisors’ competencies. We found that, significant differences existed between the managerial competency assessments of public officials with leadership positions and the assessments of their subordinates. This calls into question the validity and effectiveness of supervisors’ assessments and peer assessments of managerial competencies in Chinese government. We offer both general and specific policy suggestions for improving the measurement of managerial competencies in China.
DRNTU::Social sciences::Sociology::Social behavior
Social behavior and personality
© 2013 Society for Personality Research. This is the author created version of a work that has been peer reviewed and accepted for publication by Social Behavior and Personality, Society for Personality Research. It incorporates referee’s comments but changes resulting from the publishing process, such as copyediting, structural formatting, may not be reflected in this document. The published version is available at: [Article URL: http://www.sbp-journal.com/index.php/sbp/article/view/2799].