Performance Management and Culture: Implications and Insights

Performance is an indicator of an organization’s wellness and ability to sustain. Transition has taken place in the indicator ‘Performance’. Previously, it was technical but, now it has become the central tool which binds all the technical and non-technical features of an organization. Researchers in the field of HR have explored a new dimension i.e. of integrating the culture of an organization and performance. Performance Management and Culture means, "a culture of an organization which is proactive in its action, blocks and weeds out actions and behaviors which cause barriers and destruction and encourages and reinforces those actions and behaviors which are positive, constructive and rewards the same. This will enable the employees to be committed to and engaged in their work and contribution to the organization. The organization is disciplined in its action, but, at the same time, it is flexible and liberal in its functioning". This book focuses on the need for Performance Management and Culture, its building blocks and the complementary aspects. The book is divided into four sections; Section I: The Need of the Hour, Section II: The Building Blocks, Section III: The Complementary Aspects and Section IV: Cases. Section I comprises five articles which focus on introduction to Performance Management and Culture, the way to create such culture, transition in the role of HR and the role of culture and leadership. Section II, consists of eight articles which discuss High Performance Work System, High Performance Work Practices, Integrated Performance Management, Mentoring, Coaching and talent management. Section III, has four articles, which focus on trust, values, commitment and engagement towards work and organizational spirituality. The last section has case studies on Indian Fertilizers, NASA, ONGC, LIC and United Parcel Service.