Performance Management A Case Study in YingChao Co. Ltd, Beijing China

Abstract: In 21 century, with the trend of globalization, both large and small organizations are facing an environment characterized by extremely high level of competition. In order to be competitive, China's managers are endeavouring to try every effort to improve employees' performance within sound organizational culture, thus to improve organizations' competence. Yet as a matter of fact, since China's open door policy from late 1970's, China's organizations especially managers lag behind the counterpart in western world in terms of management, operating system, experience etc. Exchanging and especially studying from western "ready-made" advanced theory would be the shortcut for Chinese managers to shorten the gap. The researcher conducted this study in YingChao Co. Ltd. which located in China's capital city-Beijing. The main purpose of the study was to explore the possibilities whether the performance cycle model can be applied within an organization with Chinese culture background, to improve the employees' performance and increase the organization's competitiveness and profitability. Furthermore, the managerial implications are provided based on the major findings to indicate what efforts the managers could make in the Chinese culture context when facing up to the global competition. In addition, the researcher also mentioned the sad fact that already has appeared in nowadays China's organization-Karoshi (death due to overwork), thus leading the readers to have the glimpse of China's current organizational culture. The study followed the performance cycle model with regard to planning performance, supporting & enabling performance, and reviewing performance. In addition, the current situation of HRM in China was analysed and formed the first part of the theoretical framework. Two research methods (case study associated with qualitative research techniques and quantitative survey) were employed in the study to answer the research questions from the managers and employees. Conclusions: The preliminary performance cycle model used in the study can be applied to the practice. In this case, the performance cycle model is just the first step of the long march for managers. After recognizing, understanding, and fulfilling, the consequent steps need to be taken into account as well, such as reward & compensation systems, motivational theories etc. because these all play vital roles to improve the employees' performance, thus to increase the organization's competitiveness and profitability. In addition, the karoshi phenomenon should not only waken the employees' consciousness to protect their right, but specially to waken the managers pay attention on how to build-up the healthy working condition, organizational culture, and most importantly to waken the state to establish the relevant law and keep attaching the importance on the implementation of the law. Together to build up China harmonious society in accordance with the state goal.