Performance management systems in China

While a level of simplicity is inevitable in a chapter that is to summarize the performance management practices of a vast country, this chapter avoids a broad-brush approach as far as possible by drawing specific examples from primary and secondary empirical data collected by the author. Primary data include interviews with government officials and civil servants, senior managers and human resource managers in commercial businesses in the private sector. Secondary empirical data came from studies published in academic and practitioners’ journals as well as scholarly books in both English and Chinese. Together, these primary and secondary empirical data sets provide balanced information that covers organizations of different sizes and ownership forms and different categories of employees and sectors.