Published Paper Details:

In Indian organizations, the performance management system (PMS) is essential for assessing and boosting employee performance, coordinating individual goals with organizational goals, and fostering a culture of continuous improvement. However, several issues with the application and efficiency of performance management practices have surfaced, needing considerable system adjustments. The obstacles encountered and modifications made to the performance management system in Indian organizations are summarized in this abstract. Firstly, Indian organizations' traditional performance management systems frequently depended largely on periodic evaluations, which prevented real-time feedback and delayed the acknowledgment of employees' achievements. Second, India's culture presents difficulties for performance management. Hierarchical systems, power imbalances, and a dislike of constructive criticism are among factors that can obstruct honest communication and performance development. Thirdly, performance management methods have begun to become increasingly digital in Indian businesses. Technology developments have made it possible to automate performance review processes, improving their efficiency and objectivity. In conclusion, the performance management system is fraught with difficulties for Indian organizations. Changes are being made to encourage the practice that values constant feedback, embrace digitization, accommodate cultural quirks, and link individual ambitions with organizational objectives to solve these issues. These adjustments are made to boost organizational success in the fast-paced Indian business climate and staff engagement.