Research Paper on Encouraging Ownership Among Line Managers for Performance Management
Building ownership in Line managers for managing performance By
*Diksha Rohra*(diksha.rohra@gmail.com) *P.S. Kartheek* (pskkartheek@yahoo.co.in) *Sanjay Pandey* (sanjay_pandey2@yahoo.co.in)
*Sulabh Gupta*(sulabhg@gmail.com) Building ownership in Line managers for managing performance Abstract Performance Management system is a continuous process of identifying, measuring and developing the performance of individuals and teams and aligning performance with the strategic goals of the organization.It aims at gearing the whole organization towards common vision but its very existence also depends upon the fact the the organization is geared to embrace it in total internalization. It has been observed that out of many reason for which PMS have failed to deliver upon their initial promise one reason has been that the line managers have been reluctant to own it. The paper explores the reason for such reluctance. The paper relies upon the personal experience of the authors, readings, conversation with industry people and information available on the net. After the issues were fixed, each of the issue was thoroughly examined and debated in the light of the existing literature, information experience etc. The conclusions have been included in the paper. Subsequent to the examination of the issues the conversation with industry experts and people who have worked with some PMS and the literature available was referred to was used to evolve some suggestion regarding development of ownership of PMS amongst the line Managers. Introduction The history of performance appraisal is quite brief. Its roots in the early 20th century can be traced to Taylor 's pioneering Time and Motion studies. But this is not very helpful, for the same may be said about almost everything in the field of modern human resources management. As a distinct and formal management procedure used in the evaluation of work performance, appraisal really dates from the time of
*Diksha Rohra*(diksha.rohra@gmail.com) *P.S. Kartheek* (pskkartheek@yahoo.co.in) *Sanjay Pandey* (sanjay_pandey2@yahoo.co.in)
*Sulabh Gupta*(sulabhg@gmail.com) Building ownership in Line managers for managing performance Abstract Performance Management system is a continuous process of identifying, measuring and developing the performance of individuals and teams and aligning performance with the strategic goals of the organization.It aims at gearing the whole organization towards common vision but its very existence also depends upon the fact the the organization is geared to embrace it in total internalization. It has been observed that out of many reason for which PMS have failed to deliver upon their initial promise one reason has been that the line managers have been reluctant to own it. The paper explores the reason for such reluctance. The paper relies upon the personal experience of the authors, readings, conversation with industry people and information available on the net. After the issues were fixed, each of the issue was thoroughly examined and debated in the light of the existing literature, information experience etc. The conclusions have been included in the paper. Subsequent to the examination of the issues the conversation with industry experts and people who have worked with some PMS and the literature available was referred to was used to evolve some suggestion regarding development of ownership of PMS amongst the line Managers. Introduction The history of performance appraisal is quite brief. Its roots in the early 20th century can be traced to Taylor 's pioneering Time and Motion studies. But this is not very helpful, for the same may be said about almost everything in the field of modern human resources management. As a distinct and formal management procedure used in the evaluation of work performance, appraisal really dates from the time of
Bibliography: Mathew, A.,(2008),“HRM and Line Manager: Scope for strategic integration”, SCOUR, Journal of Institute of productivity and management, volume 02 number 01 Rao, T.V.,(2004), Performance management and appraisal systems: : HR Tools for Global Competitiveness, Response Books McConville, T.,(2006)“Devolved HRM responsibilities, middle-managers and role dissonance”, Personnel Review Journal, 35(6): 637-653