如前所述，在文献和主要研究成果方面存在明显的差距。这一差距如此之大，需要建立一个调查。通过调查，将有可能证明和探讨人力资源管理实践中存在的比较差异，即薪酬和敬业度对员工绩效的影响，重点放在中国劳动力和国内企业。正如研究人员所指出的，外国企业的跨文化管理问题，尤其是总部设在西方国家的企业是非常复杂的(Ali & Jadoon, 2012)。员工文化背景的多样化和员工文化的混杂也加剧了内部因素的差异。人们认为，文化冲击可以作为一个人在异国文化领域的结果而进化。因此，对于管理者来说，如果他们来自西方国家，并且需要以外籍人士身份访问东方国家，了解他们需要如何实施奖励和参与实践就变得至关重要。
As already identified, there exists a clear gap in literature and primary research deliverances. This gap is such that it requires a set up for investigation. Upon investigation, it will become possible to justify and explore the comparative differences existing in HRM practices when it comes to the influence of reward and engagement on employee performance with focus over Chinese workforce and domestic companies. As it has been suggested by researchers, the foreign ventures cross-cultural management issues particular for corporates having headquarters in west nations are quiet complicated (Ali & Jadoon, 2012). The employee’s diverse background of culture and their mixture results in aggravating the internal factors differences at the similar time as well. It is regarded that the shock of culture can be evolved as a consequence of a person over a foreign territory of culture. Henceforth, for managers, it becomes crucial to understand how they need to implement reward and engagement practices if they are from west nations and they require visiting the eastern countries as expatriates.
Research Aims and Objectives
The primary aim of this research is to identify the way in which the employee performance is influenced through the employee engagement and reward management in the context of China.
The primary question of research is:
What are the implications from reward and engagement practices on organization performances in the context of China?
The secondary questions of research are as follows:
How employee engagement influences organization performance in China?
How reward practices influence organization performance in China?
How can these practices be improved to deliver better performance in the context of China?