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No matter what the organization is, it has a performance management system. This system is projected to fulfil many important objectives regarding human capital management. Motivating people to perform effectively, assisting individuals in developing their skills, creating a performance culture in the organisation, determining which persons should be promoted to the best of their abilities, and dismissing those who are poor performers are all common aims.
Performance management is a vital tool of human resource practices that are provided for its employees by any organization. It is used to track the contribution of individual as well team also to achieve organizational objectives and identify individual strengths and potential for future improvements. In many organisations, the word ‘performance management’ has substituted the phrase ‘performance appraisal’. Different models and theories of performance management exist in the literature. Every stage in the process of PM is significant, which deals to manage team member as well as organizational performance and integrate with corporate strategy. The misunderstanding of performance management tools is, in some ways, one of the most significant and worrying sectors in human resource development and management. (Austin & Villanova, 1992; Pradhan & Jena, 2017; Tripathi et al., 2021). HRD practitioners create an efficient PMS that removes the negative effects and creates positive ones for individual and organizational performance (Mohrman et al., 1989; Buchner, 2007). Organizational efficiency, Organizational effectiveness and Organizational performance generally express by organizational performance (Delaney & Huselid, 1996; Chand & Katou, 2007; Collins, 2021). Increasing the efficiency of an organisation is a goal for all organisations. As a result, this research investigates the relationship between Performance Management Systems (PMS) and Organizational Development (OD) in India's manufacturing sector.