Performance management in India

Budhwar, Pawan; Varma, Arup; Sharma, Tanuja

doi:10.4324/9780203885673-12

Cited by 8 publications

(5 citation statements)

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“…In the Indian cultural context, the importance of supervisor-subordinate relationships cannot be under-estimated as there have been reported instances of nepotism and favoritism in the ratings for sub-optimal performers (Varma, Pichler, & Srinivas, 2005). Sharma, Budhwar, and Varma (2008) highlight some of the critical challenges facing the Indian organizations in implementing PMS. These challenges include a lack of performance planning efforts by managers; disproportionate focus on technical and functional competencies relative to HR competencies of managing performance planning, review, and feedback; biases and inaccuracies in the rating system; and lack of linkages between performance management and other related aspects of HRM such as training and rewards and issues of fairness and trust.…”

Section: Performance Management In Indiamentioning

confidence: 99%

“…There exists limited research that focuses on emerging market contexts such as from Brazil, Russia, India, China, and South Africa (Budhwar, Tung, Varma, & Do, 2017;Cooke & Budhwar, 2015;Nankervis, Cooke, Chatterjee, & Warner, 2013) and especially on indigenous and modern performance management issues (Sharma, Budhwar, & Varma, 2008). Thus, in line with the Special Issue's call for context-specific research from emerging market multinational corporations (MNCs) on PMS, this paper develops new theoretical models of indigenous PM approaches that can help MNCs implement effective and context-specific PMS in emerging markets.…”

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Holistic indigenous and atomistic modernity: Analyzing performance management in two Indian emerging market multinational corporations

Malik

Budhwar

Patel

et al. 2021

Human Resource Management

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Analyzing qualitative case-study data from two emerging market multinational corporations (MNCs) from the Indian pharmaceutical industry, we develop two theoretical frameworks based on goal-setting and cognitive evaluation theories along with indigenous Indian management theories, including the principles of Ayurveda for analyzing performance management systems in an indigenous and modern pharmaceutical MNC. Data were analyzed from multiple data sources, such as interviews, nonparticipant observation, multiple site visits, organizational documents, policies, client testimonials, and publically available information through the website and annual reports. The indigenous firm offered a holistic approach to managing multiple stakeholders. Its overarching performance goal focused on all stakeholders collectively contributing to the patient' and others' holistic well-being. All employees' and stakeholders' unified and singular efforts dovetailed to achieve physical, mental, emotional, spiritual, and environmental well-being as a proxy for performance. Organizational values, culture, and contextual influences of informal learning, empowerment, and task variability helped achieve its overarching goals. The Western pharmaceutical firm focused on atomistic, granulated, and an objective way of assessing and evaluating performance, wherein cost-effectiveness, innovation, and high-performance were vital performance outcomes. Performance coaching and task invariability adversely affected individual outcomes. Implications for research and practice are discussed.

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Section: Performance Management In Indiamentioning

confidence: 99%

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confidence: 99%

Holistic indigenous and atomistic modernity: Analyzing performance management in two Indian emerging market multinational corporations

Malik

Budhwar

Patel

et al. 2021

Human Resource Management

View full text Add to dashboard Cite

show abstract

“…Looking to Asia, in India there is substantial variation in the degree of sophistication of performance management practices between companies. The notion of performance evaluation is also difficult in this culture where the line manager often takes on a paternalistic role, raising issues of how objective feedback can be (Sharma et al, 2008). Finally, looking at China, this country has a long history of performance management, initially being a mechanism for monitoring attendance and skills.…”

Section: Summary Conclusionmentioning

confidence: 99%

Comparing performance management across contexts

Boselie¹,

Farndale²,

Paauwe³

2018

Handbook of Research on Comparative Human Resource Management

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Comparing performance management across contexts 169 the public sector context. As performance management has been expanding in these new directions, what does this mean for its linkage with other aspects of the HRM system? PERFORMANCE MANAGEMENT AND HRMPerformance management is often seen as a microcosm of HRM, transferring the broader debate around the added value of human resource management to the performance management arena (Bach, 2000;Dewettinck, 2008). Special attention in both areas (HRM and performance management) is paid to alignment with the overall business strategy (strategic fit), alignment of practices towards a high-performance work system (horizontal or internal fit), line management involvement in the enactment of the practices, soft versus hard approaches (stressing the employee developmental side versus the individual performance side), and special attention to the search for interventions to increase firm performance. An ideal performance management system of practices is actually a sort of mini high-performance work system focused on goal setting, monitoring, appraising, developing, and rewarding employees in order to increase employee performance and to achieve organizational goals.However, this performance management system can take on many guises. Several authors emphasize the relevance of different contextual factors that affect the ideal system for an organization (Dewettinck, 2008;Haines III & St-Onge, 2012;van Dooren et al., 2015). These contextual factors may include industry characteristics, firm size, degree of unionization, the history of the organization, and private versus public sector organization factors. Most importantly here, they may also include potential country and national institutional and cultural differences affecting performance management in an organization in a specific geographical location.Claus and Briscoe ( 2008) present an overview of 64 articles published between 1985 and 2005 on employee performance management from an international perspective. The authors conclude that the academic literature on cross-border performance management is relatively atheoretical and exploratory in nature. They also conclude that the design and the substance of the empirical studies are weak. The majority of the empirical articles identified are focused upon or based upon performance management in multinational companies (e.g., Lam et al., 2002). Overall, Claus and summarize the following major themes and findings from their literature review:

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“…Das, 2018) are in disagreement over its intended benefits for employee well-being and motivation. This has led to an urgent call for gaining further transparency on the part played by PMSs in impacting employee outcomes, based on their perceived effectiveness in organizations (Tweedie et al , 2019; Stumpf et al , 2010; Sharma et al , 2008).…”

Section: Introductionmentioning

confidence: 99%

Relationship between perceived performance management system (PMS) effectiveness, work engagement and turnover intention: mediation by psychological contract fulfillment

Sharma

Agarwal

2021

BIJ

Self Cite

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PurposePerformance management systems (PMSs) are critical for organizational success, but research is undecided on their constructive influence and the means through which they impact work engagement and turnover intention. This study aims to fill this gap by surmising psychological contract fulfillment as a mediator in the relationship between PMS effectiveness (PMSE) and employee outcomes.Design/methodology/approachThe study uses a survey research design. Data were collected from 327 working professionals in India. The Statistical Package for Social Science Version 10.0 (SPSS 10.0) and the Analysis of Moments Structure (AMOS) 4.0 were used for data analyses.FindingsThe two-factor construct perceived PMSE was found to explain a larger variance in work engagement and turnover intention than the separate measures for its constituents PMS accuracy (PMSA) and PMS fairness (PMSF). Psychological contract fulfillment and work engagement were found to mediate the relationship between PMSE and turnover intention.Research limitations/implicationsThe study broadens the field of research on PMS in important ways. It demonstrates that the two-factor construct PMSE has a larger influence on employee outcomes in comparison to its constituent individual measures PMSA and PMSF. This is also the first study to suggest that in contrast to PMSF, PMSA explains a higher variance in employee outcomes.Practical implicationsThis study validates the strong relationship between PMSE and key employee outcomes. Besides PMSF, managers can use the findings of this study to focus on the “right things” or accuracy in the PMS context to enhance work engagement and reduce turnover.Social implicationsThe study findings will have value everywhere owing to the diffusion and convergence in the human resource management practices of multinational firms irrespective of their contexts (Ananthram and Nankervis, 2013).Originality/valueEarlier PMS studies have mostly been limited to either its fairness or accuracy and attended unduly to its appraisal element. This study adopts a systems vision of PMS and overcomes earlier drawbacks by investigating the role of both PMSA and PMSF in shaping employee outcomes. This is the first study to empirically confirm that in contrast to PMSF, the PMSA constituent of PMSE explains a higher variance in employee outcomes. The study provides greatly essential pragmatic support to the conjecture that PMSs advance work engagement (Mone and London, 2014; Gruman and Saks, 2011) and lower turnover intention (Kwak and Choi, 2015).

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Performance management in India

Cited by 8 publications

References 1 publication

Holistic indigenous and atomistic modernity: Analyzing performance management in two Indian emerging market multinational corporations

Holistic indigenous and atomistic modernity: Analyzing performance management in two Indian emerging market multinational corporations

Comparing performance management across contexts

Relationship between perceived performance management system (PMS) effectiveness, work engagement and turnover intention: mediation by psychological contract fulfillment

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