The research method adopted by the dissertation is an integrated one, namely, both quantitative and qualitative research approaches are utilized. Concrete methods include questionnaire survey, interviews and focus group, as well as a small quantity of secondary material collection concerning the performance and the strength of the performance management of the case study enterprise -- Haier. The findings suggest that the four relational capitals are very important to the resolution of cultural conflict and cross-cultural performance management, therefore, it is recommended that the MNEs should lay more emphasis on the four relational capitals -- the software of cross-cultural management. Finally, the personal development issues of the author are addressed.
Chapter One: Introduction: Strategic Project overview第一章节介绍项目战略研究
1.0 The rationale for the project
The effects of the culture of a society may be perceived especially in the context of performance management (PM) process, significantly influencing a variety of communications inherent in PM, including even the fundamental understanding of what sort of performance really matters. Cross-cultural differences related to PM and appraisal can play a role even within what primarily might seem to be similar ethnic cultures and regional markets (Vance & Paik, 2011). Cultural diversity in the working environment of the MNEs has caused considerable attention being paid to conflict management and intercultural sensitivity (Yu, Tong & Chen, Guo-Ming, 2008). Lack of cross-cultural sensitivity during the process of performance appraisal may bring about negative influence on employee moral, communication, turnover as well as teamwork (Bhattacharyya, 2010). The institution of a performance management system with a expatriate manager on an international mission is one thing; while to do so with a local manager or local employees is quite another due to the differences of their culture and customs with those of the home countries (Cascio, 2012).
Chapter Seven: Personal Development第七章 个人发展
7.0 A brief comment on my current stage of development (To see the concrete personal development plan please refer to Appendix 4)
The enterprise management personnel needed by business circles should possess leading skills, the ability to solve problems and communicate with others, and should possess the spirit of team cooperation. The most successful leaders in business world possess some common attributes such as a thirst for continuous learning, personal motivation and drive, strong ambition and goals, clear vision, and a great deal of passion (MadhuSudanaRao, 2012). If judged from this perspective, my current stage of development should be viewed as a junior phase due to the limitation of my age and academic foundation, as well as the lack of corresponding working experiences. My current development stage has basical
