3.3.2 Performance appraisal and organization performance
Overall, the performance appraisal system of Lenovo Group is complete and quite effective. As the statement in the literature review part, an effective performance appraisal must combine with the strategic objectives of the organization. Lenovo Group functions well in this aspect. The group always connects their appraisal with the strategic goals of the organization and individuals.
The appraisal system of Lenovo Group includes the assessment of departments. Departments are bigger units of the organization. Sometimes, the organization performance must rely on the teamwork and team performance rather than personal performance. This appraisal method enables the employees better integrated into the team and the organization. Besides, it makes them understand that only when the organization performance improves, their own values can be maximized. Then the employees will connect the personal performance to the team performance. At last, the individuals and departments work together to guarantee the organization performance improvement.
3.3.3 Context and performance appraisal
The main organizational culture or values of Lenovo Group are quite positive. Having a positive organization culture, the organization can easily interact with employees and implement performance appraisal worrying little about the resistance of employees. In addition, China has set many regulations on performance appraisal. All of these regulations have an impact on performance appraisal in China. Any organizations or enterprises which expect to implement performance appraisal must obey the rules in the big context. Besides, Lenovo is an international cooperation. Because IBM was established in USA and Lenovo is a Chinese enterprise, USA and China have different national culture context. American people put emphasis on individuals’ rights, and they are more independent. On the contrary, Chinese people depend on relationships. They have a mindset that they do not want to offend others. Therefore, different cultures will influence the appraisal. Sometimes there is a conflict on national cultural values after they function together. An American manager may focus on individual performance, while a Chinese manager in Lenovo focuses more on the team performance.
3.4 Issues of Lenovo Group performance appraisal system
Two aspects of issues existing in Lenovo Group performance appraisal system are briefly presented in the following part.
3.4.1 All-round appraisal
There are many departments in Lenovo Group. Due to different department functions, one department does not know the business of another department. Sometimes because of the contradiction between two departments, results of the appraisal may have the deviation that lead to inaccurate assessments.
3.4.2 Institutionalized measurement methods
Quantitative assessment has limitations. It is only suitable for easily observed positions. The management positions, for example, are not easy to measure using this method.
4. Conclusion
4.1 Summary of the essay
Performance appraisal system is a crucial and core component of human resource management. An effective performance appraisal system can affect other human resource management activities in positive ways. Besides, implementing successful performance appraisal methods will help both the employees and the organization to enhance the performance. On the other side, internal contexts such as organization culture and external contexts such as the social values have influences on the implementation of performance appraisal conversely. This essay analyzes these concepts, taking Lenovo Group as the research target.
4.2 Suggestions
The study and implementation of performance management and appraisal experience not a long history in China. Many man
