The impact of performance management on employee engagement in China
Abstract Purpose Performance management is crucial for organizations to improve competitive advantages. The increasing number of companies improve their performance management systems to enhance employee engagement, thereby increasing organizational performance. The aim of this paper is to explore...
| Main Author: | |
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| Format: | Dissertation (University of Nottingham only) |
| Language: | English |
| Published: |
2020
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| Online Access: | https://eprints.nottingham.ac.uk/62235/ |
| _version_ | 1848799944329134080 |
|---|---|
| author | JIANG, LIWEN |
| author_facet | JIANG, LIWEN |
| author_sort | JIANG, LIWEN |
| building | Nottingham Research Data Repository |
| collection | Online Access |
| description | Abstract
Purpose
Performance management is crucial for organizations to improve competitive advantages. The increasing number of companies improve their performance management systems to enhance employee engagement, thereby increasing organizational performance. The aim of this paper is to explore the relationship between performance management and employee engagement in China.
Methodology
This study adopted quantitative research methods, selected 208 employees from all walks of life in China as samples and conducted surveys through online questionnaires. Then, use correlation and regression analysis to analyze the relationship between the three main steps of performance management (performance appraisal, performance feedback, and reward) and employee engagement.
Findings
The study findings show that there is a significant positive correlation between the three main steps of performance management (performance appraisal, performance feedback, and reward) and employee engagement. It was also found that rewards had the greatest impact on employee engagement.
Research limitations
The research did not focus on a certain industry, and the research results may change due to different industries.
Originality/value
Different from the previous literature, this paper studies the impact of the three main steps of performance management (performance appraisal, performance feedback, and reward) on employee engagement in the context of China and compares the impact of these three steps. |
| first_indexed | 2025-11-14T20:43:43Z |
| format | Dissertation (University of Nottingham only) |
| id | nottingham-62235 |
| institution | University of Nottingham Malaysia Campus |
| institution_category | Local University |
| language | English |
| last_indexed | 2025-11-14T20:43:43Z |
| publishDate | 2020 |
| recordtype | eprints |
| repository_type | Digital Repository |
| spelling | nottingham-622352023-01-04T16:56:03Z https://eprints.nottingham.ac.uk/62235/ The impact of performance management on employee engagement in China JIANG, LIWEN Abstract Purpose Performance management is crucial for organizations to improve competitive advantages. The increasing number of companies improve their performance management systems to enhance employee engagement, thereby increasing organizational performance. The aim of this paper is to explore the relationship between performance management and employee engagement in China. Methodology This study adopted quantitative research methods, selected 208 employees from all walks of life in China as samples and conducted surveys through online questionnaires. Then, use correlation and regression analysis to analyze the relationship between the three main steps of performance management (performance appraisal, performance feedback, and reward) and employee engagement. Findings The study findings show that there is a significant positive correlation between the three main steps of performance management (performance appraisal, performance feedback, and reward) and employee engagement. It was also found that rewards had the greatest impact on employee engagement. Research limitations The research did not focus on a certain industry, and the research results may change due to different industries. Originality/value Different from the previous literature, this paper studies the impact of the three main steps of performance management (performance appraisal, performance feedback, and reward) on employee engagement in the context of China and compares the impact of these three steps. 2020-12-01 Dissertation (University of Nottingham only) NonPeerReviewed application/pdf en https://eprints.nottingham.ac.uk/62235/1/20140694_BUSI4173_Human%20Resource%20Management%20and%20Organisation%20Dissertation.pdf JIANG, LIWEN (2020) The impact of performance management on employee engagement in China. [Dissertation (University of Nottingham only)] |
| spellingShingle | JIANG, LIWEN The impact of performance management on employee engagement in China |
| title | The impact of performance management on employee engagement
in China |
| title_full | The impact of performance management on employee engagement
in China |
| title_fullStr | The impact of performance management on employee engagement
in China |
| title_full_unstemmed | The impact of performance management on employee engagement
in China |
| title_short | The impact of performance management on employee engagement
in China |
| title_sort | impact of performance management on employee engagement
in china |
| url | https://eprints.nottingham.ac.uk/62235/ |