A Performance Management System in a China-Based Joint Venture
A review of the issues that need to be addressed in developing, implementing and evaluating a performance management system in a China-based joint venture.
# 153045 | 831 words | 6 sources | APA | 2013 |
Published on May 02, 2013 in Asian Studies (East Asian Cultures) , Business (International) , Business (Management)
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The paper discusses how the most important thing to address with respect to the development of a performance management system in a China-based joint venture, is the way in which Western-style performance management can be adapted to the Chinese culture. The paper identifies the differences between Western and Chinese culture and finds that the solution is to emphasize team-based objectives, while holding Chinese and Western managers alike to more stringent individual performance-based measures. The paper relates that local Chinese workers will receive constructive feedback on individual traits and habits, but they will not be specifically measured on individual performance, just the individual contribution to team goals.
From the Paper:"A typical performance management system contains three core elements: job descriptions, performance expectations and objective ratings (no author, 2006). In China, it is more culturally appropriate that the job descriptions are individual but the performance expectations and objective ratings are team-based. This is a departure from Western norms, but will work better in a collective culture. The job descriptions need to be specific, however, as there is a high degree of power distance in China, and workers are not accustomed to taking initiative or working with vague job descriptions. While collective expectations and performance reviews are culturally logical, they make the process of motivating workers more difficult. Pay satisfaction is linked to the performance appraisal process (Ducharme, Singh & Podolsky, 2005). In more Western-minded Chinese, and certainly in any Western employees, it may be difficult to accept that one's pay is linked to team performance only. While individual performance may be downplayed, it is important that there is a component of individual performance, in order to maintain some motivation to excel.
"It is also necessary to ensure that the performance appraisals correctly motivate behavior. One of the ramifications of this is that feedback needs to be specific. There are multiple ways of delivering specific feedback, however in the Chinese context it is preferred that criticism be constructive, so as not to be interpreted as criticism."
Sample of Sources Used:
- Ducharme, M.; Singh, P. & Podolsky, M. (2005). Exploring the link between performance appraisals and pay satisfaction. Compensation and Benefits Review. Vol. 37 (5) 46.
- HR Focus. (2004). A simpler way to determine the ROI of talent management. HR Focus. Vol. 81 (12). 3.
- Messmer, C. (2004). Developing effective performance reviews. Strategic Finance. Vol. 85 (9) 13.
- No author. (2006). 3 steps to take the pain out of staff performance reviews. IOMA's Payroll Manager's Report. Vol. 6 (11) 1.
- Shen, J. (2004). International performance appraisals. International Journal of Manpower. Vol. 25 (6) 547.
Cite this Term Paper:
A Performance Management System in a China-Based Joint Venture (2013, May 02) Retrieved July 10, 2020, from https://www.academon.com/term-paper/a-performance-management-system-in-a-china-based-joint-venture-153045/
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