Optimizing Of Front Line Employee Performance Management System In YD Company

Accompanied by the rapid development of world economy, human resources management has become the core of the management system in the21st century, and performance management is recognized as the core of the human resource management. As a developing country, China increasingly plays an increasingly important role in the world economic arena. During these dates, the domestic enterprises will also experience a change from the old personnel and labor management to modern human resources management.In this paper, we aim to analyze the YD company front-line employee performance management system. Combining the implementation of the application, we point out that the existing system in the present and potential problems, and make relevant improvements by preventive measures.YD Company is a hundred-year American company. She have already invested and operated for20years in China. Back to1994, the YD Corporation developed a performance management system which used for this global branch in next16years. After improved and updated for three times, the performance management system have become a leading role in Hydraulics industry. However, their applications in all YD plants of China still have some problems in the following aspects, especially in Front Line employee performance management.Defects of the system itself. First, this performance management system focused on capacity development to support high-level managers and office staff. But the performance management of Front Line employees is relatively weak, and performance management system is lack of sufficient scientific quantitative indicators on objective and uniform evaluation; second, the performance management is not linked to compensation system. Also, the feedback cycle is too long and lack of timely incentives; third, the performance management system do not align with employee training and development system. So it is difficult to inspire employees for their pursuit of excellence in performance; fourth, based on U.S. culture and management philosophy, the implementation of the performance management system in China did not make any improvements or make it localization. It still focused on the ability management to instead of performance management. As a result, it is unable to reach the target. Executor also has some problems in performance management. First, some managers used performance management tools as a mistake. They even thought that performance management is just the responsibility of human resources Department. The reason, in fact, is that these managers did not fully comprehend the meaning of performance management in deeper level. Moreover, they did not fully understand the difference between performance evaluation and performance management; second, there are conflicts between the American culture in which openly communicate with others and the traditional Chinese culture in which focus on the face and communicate indirectly. This often leads to the bad communication between managers and Front Line employee, and even led to a defensive of performance management. Finally the performance management system transfer into form but not effective tool.In this paper, combined with the performance management of the relevant theory in modern performance management and YD implementation status, One hand, we redesign and strengthen the company’s front-line employee performance management system, which will make the YD company performance management system more perfect; the other hand, we provides suggestions to manager problems which have been found, explain and analyze the driving and obstacles factors in front-line employee performance management. All those actions direct for more flexibility in the use of performance management system in the front line employee under the YD Group guideline, improve effectiveness of front-line employee performance management system and motivate employee to make continuous improvement, promote organization performance and effectively prevent potential problems generation, finally achieve desired effect of performance management.