Growing pains: problems in the performance appraisal of China's state-owned enterprises transformed from governmental organizations

Abstract

Study level/applicability

This case is suitable for undergraduates, MBA students and students from business administration departments in the teaching of human resources management and performance management.

Case overview

Luodian Electric Power Construction Corporation Group (LEPCC Group) is a state owned enterprise transformed from a construction unit of Luopu Power Supply Bureau (LPSB), a governmental organization in charge of all the electricity supply in Luopu City. The general manager of LEPCC, Gu Ming tried to set up a modern market-oriented management system for LEPCC. Unfortunately the problems that had accumulated in the past two decades during which LEPCC was a governmental organization made his reforms very difficult. The first headache for Gu Ming was the performance appraisal reform in LEPCC. The existing performance appraisal system seemed to have at least three problems in practice: unclear appraisal objectives, an improper assessment system, a different appraisal standard for similar positions. What should Gu Ming do to build a proper performance appraisal system to help the fast-growing LEPCC Group to make LEPCC a competitive market-oriented player?

Expected learning outcomes

The first objective of this case is to enable students to understand that the issues of working performance are issues of people first, rather than issues of the management system. If the management focuses on the system instead of on the staff of the company to design the performance management system, the system will be fruitless and inefficient. The second objective is to cultivate students' capability to apply the basic theories of human resource management and the knowledge of performance appraisal in case analysis and practical management. This case, seemingly about performance appraisal, is in fact about the organizational structure and processes of the organization. Reform should start with organizational analysis, job analysis and job descriptions. Only when all these have been done correctly, can the performance management system be designed more reasonably, scientifically and efficiently.

Supplementary materials

Teaching notes are available; please consult your librarian for access.

Citation

Gui, H., Chunguang, F., Jingli, C. and Minting, P. (2012), "Growing pains: problems in the performance appraisal of China's state-owned enterprises transformed from governmental organizations", , Vol. 2 No. 8. https://doi.org/10.1108/20450621211308131