INTRODUCTION

Established in 1991 and headquartered in Malaysia, Top Glove Corporation Bhd

is the world’s largest manufacturer of gloves. What started as only a local
business enterprise with 1 factory and 1 glove production line, has today
captured 26% of the world market share for rubber gloves. The company has
manufacturing operations in Malaysia, Thailand, Vietnam and China. It also has
marketing offices in these countries as well as USA, Germany and Brazil and
exports to over 2,000 customers in 195 countries worldwide.
Top Glove offers a comprehensive product range, which now includes a non-
glove segment comprising condoms, face masks, dental dams, exercise bands
and household products, fulfilling demand in both the healthcare and non-
healthcare segment.
With the help of its 21,000 employees, Top Glove continues to produce high
quality gloves at an efficient low cost in line with its time-tested Business
Direction. Not content to rest on its laurels, Top Glove has set its sights on
higher aspirations which include becoming a Fortune Global 500 Company by
2035. Accordingly, it continues to expand its business scope and to be on the
lookout for M&A opportunities in similar and related industries.
STRUCTURE OF COMPANY
 STRATEGIC MANAGEMENT

A company is only as good as the people working in it and at Top Glove, we

draw on the capabilities of an 11,000–strong workforce, with many talented
individuals across Malaysia, Thailand, China, Indonesia, Germany and USA.
Top Glove have long recognized that investing in the well-being of our people
can lead to an improvement in performance, energy levels, and work life
quality. Hence, the Company strive to create a „culture of good health‟ that
inculcates a long term commitment to a healthy life style among our people.
Their business ethics of honesty, integrity and transparency form the basis of
our general business principles and we hold fast to these in our daily
interactions with our business partners as well as each other. While, to
support Company business growth, organization aim to bring out the best in
our people via numerous innovative talent development programs and
processes to shape future leaders for our organization. This can be explained
through the Company’s following objectives.
 CONCLUSION
By focusing on the development of employees and the alignment of company goals
with team and individual goals, managers can create a work environment that
enables both employees and companies to thrive.
Based on the definition of performance management, a system is built within an
organization to measure and improve the performance of the people in that
organization.
In practice, performance management means that management is consistently
working to develop their employees, establish clear goals, and offer consistent
feedback throughout the year.
In contrast to other systems of reviewing employee performance, such as yearly
performance appraisals, employee performance management is a much more
dynamic and involved process with better outcomes.
For the Human Resources department, performance management is an important
system for onboarding, developing and retaining employees, as well as reviewing
their performance.
It is increasingly understood that a yearly performance appraisal system does not
effectively engage employees, fails to consistently set and meet company
objectives, and does not result in a strong understanding of employee performance.