绩效考核是人力资源管理的另一个必不可少的实践。这是一个重要的工具，用于衡量个人或团队协作完成的绩效或目标。这种做法背后的主要目的是对员工的有效性进行评估，并确定其履行义务（Gunia et al。，2016）。绩效评估使任何特定组织都能有效地找到限制员工发展和整体生产力的局限性，障碍和挑战性方面。在美国，绩效评估主要是为了提高个人的生产力和成就。评估在美国的方法进一步取向于取得个人的成果和履行义务（Ghauri and Rosendo-Rios，2016）。还有一个重点是薪酬。它被认为是动力的因素，随着工作队伍的进步表现记录。相比之下，人力资源管理部门的绩效考核实践并没有被考虑，并且在大多数中国籍的组织中给予了很多关注。相反，这些组织和他们的管理层都把重点放在了道德上。这还包括员工的个人特征，如忠诚，诚信和服从（Henson，2016）。中国固有的组织结构进一步挑战了绩效考核，因为它阻碍了对员工工作的有效反馈。而且中国大多数组织认为，绩效考核是对惩罚和奖励的重视。重点不在于确定员工的长期实际能力及其对公司的贡献（Stock等，2016）。通过员工对被动评估接待的偏好，显示中国境内绩效评估的价值减少。
Another practice of HRM that is essential to evaluate is performance appraisal. This is importantly a tool used for measuring the performance or goal achieved by an individual or team collaboratively. The primary purpose behind this practice is evaluation of the employee’s efficacy and identifying it for fulfilling the obligations (Gunia et al., 2016). The performance appraisal enables any given organization to effectively find the limitations, obstacles and challenging aspects that limit the development and overall productivity of an employee. In United States, performance appraise is majorly oriented to increase the productivity and achievement of an individual. The approach of appraisal in America is further oriented to gain the results and meeting obligations of an individual (Ghauri and Rosendo-Rios, 2016). There is an emphasis on the remuneration as well. It is considered to be the factor of motivation along with progressive performance documentation of the workforce. Comparably, the practice of performance appraisal within HRM is not considered and given much focus within most of the organizations of Chinese origin. Instead such organizations along with their management is focused on the moral attribute. This further includes personal characteristic of the employees such as loyalty, integrity and obedience (Henson, 2016). The inherent Chinese organizational structure further makes it challenging for the performance appraisal as it inhibits efficient feedback provision on the work of an employee. Moreover the notion is held by majority of organizations in China that performance appraisal makes the emphasis overtly on the penalty and rewards. The focus is not on identification of actual ability of an employee along with their contributions towards the firm in long term (Stock et al., 2016). The lessened value for performance appraisal within China is displayed through the preference of employees for the passive assessments reception.