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2012 | 4 | nr 1/2 | 77--85
Tytuł artykułu

Effective Performance Management System For Enhancing Growth

Treść / Zawartość
Warianty tytułu
Języki publikacji
EN
Abstrakty
EN
Performance management system (PMS) is the heart of any "people management " process in the organization. Organizations exist to perform. If people do not perform, organizations don't survive. If people perform at their peak level, organization can compete and create waves. The paper aims to study the present existing PMS in ICICI prudential and Bhushan Steel Ltd. The sample size was 100. The primary data has been collected through the industry interactions and the secondary data has been taken from the reports and periodicals. Performance appraisal practices in India vary from almost "no appraisal" to a "sophisticated multipurpose, multi-component based appraisal system". Good example of such system is: Larsen & Toubro limited, state bank of India and its associated bank, ICICI prudential. The paper concludes that the Individual's performance can be improved if we don't look at the individual as a problem; instead look at his/ her problem. Performance management supports a company in the achievement of strategic goals and objectives. It assists managers in setting clear performance expectations for all employees that are aligned with the strategic goals. It provides a structure for employees to develop the skills they need to achieve the company's strategic goals. (original abstract)
Rocznik
Tom
4
Numer
Strony
77--85
Opis fizyczny
Twórcy
  • Manav Rachna International University
  • Manav Rachna International University
Bibliografia
  • Brumbach, G B (1988) Some ideas, issues and predictions about performance management, Public Personnel Management, Winter, pp 387-402.
  • Egan, G (1995) A clear path to peak performance, People Management, 18 May, pp 34-37.
  • Kaplan, R S and Norton, D P (1992) The balanced scorecard - measures that drive performance, Harvard Business Review, January-February, pp 71-79.
  • London, M and Beatty, R W (1993) 360-degree feedback as competitive advantage, Human Resource Management, Summer/Fall, pp 353-72.
  • Mohrman, AM and Mohrman, S A(1995) Performance management is 'running the business', Compensation and Benefits Review, July-August, pp 69-75.
  • Risher, H (2003) Refocusing performance management for high performance, Compensation and Benefits Review, October, pp 20-30.
  • Schaffer, R H (1991) Demand better results and get them, Harvard Business Review, March-April, pp 142-49.
  • Skule, S. (2004) 'Learning Conditions at Work: A Framework to Understand and Assess Informal Learning in the Workplace', International Journal of Training and Development, 8:1, pp. 1-13.
  • Turnow, W W (1993) Introduction to special issues on 360-degree feedback, Human Resource Management, Summer/Fall, pp 311-16.
  • Winstanley, D and Stuart-Smith, K (1996) Policing performance: the ethics of performance management, Personnel Review, 25 (6), pp 66-84.
  • Wood, S. (1999) 'Human Resource Management and Performance', International Journal of Management Review, 1:4, pp. 367-413.
Typ dokumentu
Bibliografia
Identyfikatory
Identyfikator YADDA
bwmeta1.element.ekon-element-000171230633

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