Analysis of the Effectiveness of Performance Management on Employee Performance - Research Paper Example

A mixed research method was conducted to involve both qualitative and quantitative research designs. The mixed research method took place with the use of a case study research strategy which was conducted at the premises of the C Bank in China. The quantitative design involved the use of a survey questionnaire in collecting data from 100 respondents, while 5 middle-level leaders of the bank were interviewed as part of the qualitative design.Data were collected to investigate the effectiveness of performance assessment in four major areas which were employee’s duties, the inspection data, evaluation of the target, and the eventual facts with reference to quantity, quality, efficiency, and benefit.

42% (n = 100) of employees believed that the overall performance assessment system currently in place was ineffective in the various areas measured. 23% (n = 100) of employees held a neutral opinion while 35% (n = 100) of employees believed the system was effective. From the interview, managers admitted to lapses in the system in terms of standardization of the system and having a strong performance appraisal indicator.The performance management on employee performance at C Bank is not effective.

An immediate intervention that can revive the existing performance assessment system at C Bank is critically needed if the bank can remain competitive in today’s business environment. This is because of the low level of satisfaction among employees concerning the kind of performance assessment that currently exists in the company.Motivated by economic globalization, there is sharp competition on technology, funds, and talented people in markets, in which human resources construction plays an increasingly important role.

Human resources, as the most active and creative one of all the productivity elements, has become a key asset of enterprises. In this competitive environment, enterprises should change their mind of ignoring human resources, and follow the principle of putting people first to mobilize employees' enthusiasm (Hough et al, 2013). Only in this way, enterprises could promote their own competitiveness. The motivation of employees is relevant to the establishment of an evaluation system for their performances (Campbell and Lee, 1988).

Therefore, how to reasonably locate performance-evaluation and set up an evaluation system appropriate for the environment in the company becomes a tough problem.