As explained by Kortmann et.al, (2014), employees are one of the main elements which increase the job performance for the organisations. Moreover, employee engagement is the most influence for the job performance, the company is essential to explore the ways to increase the employee engagement which can increase job performance. Unfortunately, in the management literature, the concept of employee engagement and its motivation or antecedents are mainly based on empirical research conducted in Western countries. Whether it can be applied to the context of other countries remains to be fully studied. The focus of this study is on China, using a Chinese sample to test employee engagement and its relationship with work performance, and to explore its business implications. Although China’s position in the global economy continues to increase, there are few people involved in research specifically related to Chinese employees.

If there is a country that has won the description of an “economic miracle,” it is China. In the past 30 years, the country’s average annual growth rate has reached 9%, millions of people have been lifted out of poverty and a new middle class has been created. We have seen the integration and successful implementation of “Socialism with Chinese Characteristics”. These economic and political changes have greatly affected China’s labor market. The idea of ​​lifetime employment, average salary system and welfare from cradle to grave has been replaced by brand new concepts such as career path, performance pay, bonus courses, learning and development opportunities. Both employers and workers must adapt to unprecedented levels of labor mobility. The ever-changing environment challenges the traditional values ​​of Confucianism.
The loyalty, cohesion and altruism of Chinese organizations. Long-standing traditions and business and social structures are collapsing, and employees feel a sense of dislocation and anxiety.