Corporate Culture, Performance Management And Staff Development Study

Human resources are the world's most important resources. Facing competitive pressures of economic globalization, how to make enterprises to maintain their competitive edge will be a major challenge for modern enterprise management. While human resources are one of the key factors to keep the core competitiveness. Staff development(SD) and enterprise culture(EC) management play a more and more important role in the enterprise's core competitiveness and performance management(PM) is a major tool in human resources management. Therefore, the study of the sustainable development importance among corporate culture, performance management and employee relationship is a pressing issue. However, there is rarely any research on exploring the relationship among the three in the past, which is the subject that the study will Learn and explore. There is some innovation in choosing the subjects to some degree.The study bases on the empirical point of view and enterprises in Shaanxi Province were chosen as the research object. In order to improve the recovery rate of the questionnaires as well as the accuracy of the samples, it was conducted on-site investigations on 150 students who the conductor taught in an Amateur School on "Human Resource Management Division (Level two and three)"and collected all 150 questionnaires. These students were human resources managers from enterprises of Shaanxi Province especially Xi'an City. Related research has done on the information collected on the EC, PM and SD dimensions .The results the study draws are intended to make business community borrow in order to achieve a combination of theory and practice goals. It can be said that this research has opened up new research perspectives in the area of this subject.In this study, there is some innovation on a certain measurement methods, research data collection was authentic and reliable. Using SPSS as the analysis tools, a large amount of data were employed for statistical analysis to explain the relationship among EC, PM and SD. In this study, EC is considered as the independent variables, EP management as the middle variable, SD as the dependent variable. Analytical methods include descriptive statistics, single-factor variance, PEARSON product-moment correlation. Content structure of this study is divided into five chapters. The first chapter raises the question, demonstrating the theoretical and practical significance to study the innovation, research flow and thesis logic architecture. Chapter II is literature review, recalling relevant theories and researches done by scholars at home and abroad on EC, PM and SD dimensions and make them the base of the study architecture and research of the basic assumptions.Chapter III studies design, makes it a complete study architecture, research hypothesis, as well as illustration of the dimensions of the operational definitions and measurement methods, questionnaire design, questionnaire collecting, sample structures, reliability testing, as well as data analysis methods. Chapter IV researches on the results of empirical studies and discussion, including sample analysis, the dimensions of relevance, and analysis of information to be summarized. Chapter V is consist of the conclusions and recommendations, including the major findings, recommendations, research limitations and future research directions.The study results in the following major findings on empirical research:1.The differences among Shaanxi enterprises: the EC in Shaanxi Province is in support of the type of corporate culture-based, innovation-based, bureaucratic and efficiency-based and respectively 15%, 16%, 31% and 38%. On the PM, 64.4 percent of the sample enterprises make performance plans; the majority of enterprises conducted occasional performance counseling; performance appraisal mainly are in superiors; performance appraisal focuses on the results of examination, on the examination process they focused more on financial indicators and internal business processes standardized; a small number of enterprises carried on interviews in performance appraisal and performance summary. On Staff sustainable development: 45% of the sample enterprises provided their employees with information of vacant posts, 53% provided their employees with specific job qualification standards and documents, 70 percent offered in-house staff training opportunities.2.The study has found that there was no significant difference existing in different types of SD and EP on the Dimensions of PM. Enterprise PM and SD, EC and PM , PM and SD were respectively correlated significantly.