A Performance Management System in a China-Based US-China Joint Venture: An Evaluation of Critical Issues

Performance management systems benefit stakeholders at every level if they are implemented successfully. Performance management systems align employee performance with the strategic direction set by the organization. St. Jessica’s Urban Medical Center’s leadership must perform specific actions, prior to implementing the new performance management system, to ensure it is a success. The organization's leadership must disseminate the information throughout the company, create a process that ensures employees can dispute ratings, train raters to evaluate employees and gain buy-in from early adopters (Aguinis, 2013). A newly implemented performance management system will fail if the proper steps are not taken in the beginning.

In order for an organization to achieve long term success, it must consistently evaluate those plans and consider all of the organization’s entities and how they link together. By appraising the existing performance management process, it forces deeper analysis of the process, as well as its intended and unintended influences towards employees and the organization.

Performance management can be defined as a systematic process, which helps an organization by improving the effectiveness of its

Performance management relates to an organization’s ability to implement a system to evaluate and advance employee performance. Achieving peak performance requires consistency, clear objectives, and constructive employee evaluation. According to Mithas, Ramasubbu, & Sambamurthy (2011), an organization must design the performance management system based on extensive research about the organization’s mission, and then properly communicate the purpose of the system to employees, stakeholders, and decision makers. After the performing the research, the information should be used to establish the appropriate performance management specialized for the organization. In addition, an effective performance management system should align

Performance management is a tool that managers use to ensure that their companies remain at the top of their competitive edge. The Chartered Institute for Personnel Development (CIPD, 2008), defines performance management as a method by which individuals and teams are managed in a way that achieves high performance at an organisational level. The individuals within the organisation share an understanding of the achievement goals of the organisation. In order to achieve this, a general strategy is created, with each individual within the organisation understanding his or her role and requirements within such a strategy

Andrews (2014) pulled together considerable amounts of research about performance management from around the world and came to four conclusions:

As stated by Peter F. Drucker, “Management is about human beings. Its task is to make people capable of joint performance, to make their strengths effective and their weaknesses irrelevant.” Performance management is essential to achieving an organization 's mission statement and business goals, and also in attracting, retaining, and motivating qualified employees. There are many benefits and reasons why an organization should execute a performance management system. Performance appraisals establish the basis for qualifying, recognizing, and rewarding employee contributions. In this paper, I will discuss what performance management is, the problems with the current performance management system at my organization, how other organizations have succeeded in their performance management system and how I would advise management at my current organization to improve our performance management system.

Performance management is essential in creating an organization that is high performing and supporting employee development (Yale.edu, 2010). Therefore the organizational performance philosophy should align performance management processes towards the goals of performance planning, review, coaching, and development. First, employees are responsible for communicating about performance and ensuring that they are successful towards the development and continually striving for customer service excellence in support of organizational strategy. Next, management is responsible for ensuring that employees understand their

Performance management is the process of planning work assignments, setting expectations, monitoring processes, rating performance, and rewarding performance. Performance management systems are used by organizations to identify, measure, and develop the performance of individuals and teams. The goal of an effective performance management system is to strategically align employee performance with company goals and objectives (Smither & London, 2009). In order to achieve optimal performance, organizations are tasked with implementing innovative solutions that ensure performance management systems that deliver real results and improve performance (MacMillan, 2015). Organizational leaders are responsible for understanding the performance management system in order to focus on employee efforts that will help in achieving both individual and organizational goals (Opm.gov). In this paper, the author will suggest the key processes that DSM needs to provide within its system in order to successfully link its key success factors (KSF). The author will select three drivers, and examine the central manner in which DSM management has aligned its business strategies to performance management. Lastly, the author will critique DSM’s competitive advantage by using three of the six assessment points outlined in the textbook.

Different feedback strategys have been used as efficent tools in the promotion of progress and improvement in the professional world (Baker, A. Perrault D. Alain, R., 2013). De Janasz et al. (2014) explains some positive outcomes that result from shariying, asking and getting feedback from others in within a workplace; such as improving and reforcing employee relationships, enforcing a gainnful comunication, promoting teamwork, and increasing the performance of employees. Specificly De Janasz et al. (2014) develops the idea that providing constructive feedback, sustained by strong interpersonal communication skills, enables the individual recognize their strengths and wiknesses in a clear and non risky way, in order to look for the most accurate plan to improve, and obtain significant and necessary behavioral changes. Everyday Feedback as part of an organization strategy help employees feel confident about their possition and process inside the company, and promotes a clear path to achieve personal and organizational goals (Baker, A. Perrault D. Alain, R. (2013); citado en Levy and williams,

Performance appraisals generally involve two-way communications which is not embraced by Chinese culture as the large power distance found in China indicated that to challenge authority of superiors is not considered appropriate for subordinates (Huo 1995). Therefore when conducting a performance appraisal in China it is expected that the evaluated will be more subjective. A straight forward form of appraisal would be better received and employee participation should not be forced.

Chapter 2 Harvard Press Book (2006). Performance management: Measure and improve the effectiveness of your employees. (Chapter 2) Motivation: The Not-So-Secret Ingredient of High Performance. Harvard Business School Publishing. Cambridge, MA. Lynn, I., Hodge, Y. & Yemen G. (2007). Teamwork turmoil. University of Virginia Darden School Foundation. Beamish, P. & Jiang, R. & (2011). The Chinese fireworks industry. Richard Ivey School of Business Foundation. Kaplan, R.S. (2010). Leading change with strategy execution system. Harvard Business School Publishing. Cambridge, MA. Karkhardt, D. & Hanson, J. (1993). Informal networks: The company behind the charts. Harvard Business School Publishing. Cambridge, MA. Katzenbach, J. & Smith, D. (1993). The discipline of team. Harvard Business Review. President and Fellows of Harvard College. Kerr, S. (1995). On the folly of rewarding A, while hoping for B. Academy of Management Executive. 9 (1), 7-14 Download on class site Kramer, R.M. (2003). The harder they fall. Harvard Business School Publishing. Cambridge, MA. Montgomery, C.A. (2005). Newell Company: Corporate Strategy. Harvard Business School Press.

The definition of the term ‘performance management’ varies in different literatures. As Hutchinson(2013) summed up, combined with Den Harton’s theory(2004), it is a continuous process which links individual and team objectives with organizational goals by measure and improve employee’s skill and performance. According to Armstrong (2012), human resource management aims at making sure the organization has the most talented, skilled and engaged people in order to attain its goals. In this context, performance management is one staple practice helping managers identifying and retaining most competent employees as well as correcting poor performance.

In an article from the U.S. Office of Personnel Management [OPM] (n.d.) it stated that “without feedback, you 're walking blind, at best, you 'll accidentally reach your goal, and at worst, you will wander aimlessly through the dark, never reaching your destination.” Feedback is a critical element in a managers “toolbox” when evaluating employees. It gives an employee a view of how good or bad their previous performance was and what or if they need to improve in their performance. It also reduces

The main reason for this report is to exhibit an understanding of Performance management. These days, organisations take diverse ways to deal with competitive advantage. Thus, there are a mixed bag of definitions for Performance Management. Performance management is a vital issue. It is based upon the human side of administration, and focuses on representatives as essential resources inside their organizations. As indicated by Price "Performance management is aimed at recruiting capable, flexible and committed people, managing and rewarding their performance and developing key competencies" (2007: 31).