Influence of ethnic values on public sector performance management: Comparative study between Canada and Hong Kong

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.

This 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.

The 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.

The 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.

The research findings may help improve public administration, in particular regarding issues of human resources management.

The research findings may provide a better understanding of social behavior in the work place.

This 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.