Research On The Optimization Of Performance Appraisal System Of X Joint Venture Company Under Cross-cultural Background

Cross-border commerce and economic interactions have been fueled by economic globalization,and the number of Sino-foreign joint ventures has increased.The operation and management of joint ventures now heavily rely on the management of cross-cultural human resources.Cultural conflicts among employees can easily result in brain drain and low production efficiency.In order to increase its market share,X joint venture company recruits a sizable amount of top talent both domestically and internationally,and employees come from a variety of cultural backgrounds.Establishing a faultless performance appraisal system with a cross-cultural backdrop is the key content of talent management in order to increase the organization’s human resources management and enhance the soft power of the enterprise.Additionally,it serves as a foundation and provides assurances for maintaining the enterprise’s organizational structure’s stability and facilitating the enterprise’s healthy development.This thesis uses X joint venture company as an example to study the issues in the performance appraisal system and the cross-cultural background of the company,based on research on the performance appraisal system of joint venture companies with the cross-cultural background at home and abroad,combined with the theoretical knowledge of the performance appraisal system.Using questionnaires and interviews to deeply understand the current situation of the performance appraisal system of X joint venture company,collect employee opinions,and find that it does not consider the cross-cultural background of employees,the unscientific and unreasonable setting of assessment indicators,and the insufficient application of assessment results.Furthermore,to optimize the performance appraisal system of X company,the PDCA principle is used to redesign its performance appraisal process,and the key indicator method and the balanced scorecard are used to redesign the KPI of employees at all levels in combination with the company’s strategic objectives,and the cross-cultural training that was not valued was used as one of the company’s senior key performance indicators,focusing on the efforts of senior managers to solve cross-cultural problems.After redefining the weight of key indicators,a recyclable performance appraisal system is constructed.Strengthen the cross-cultural communication mechanism among employees of all nationalities and establish a common corporate culture.Finally,it can improve the overall performance level of the company and enhance its core competitiveness in the market.