Title: Global Perspectives and Emerging Dimensions of Multidisciplinary Research
Chief Editors: Dr. Jagdish Kumar Sahu and Ms. Machado Sneha John
Associate Editors: Dr. Sree Lakshmi Ammanamanchi and Dr. Divya R. Patel
Co-Editors: Mr. Hruthik J. R and Dr. Shishira Srinivasa
ISBN: 978-93-7183-027-0
Chapter: 10
DOI: https://doi.org/10.59646/833/10
Authors: Ms. H. Srinidhi Varshine, Ms. Sanjana Venkatesan, Ms. Karunya L, and Dr. P. Mohana
Abstract
Performance Management Systems (PMS) have moved decisively away from the once-a-year, rating-driven appraisal that dominated twentieth-century personnel practice. Global evidence now shows that traditional annual reviews command very little confidence among the very people who design and receive them, which has pushed both multinational technology firms and large Indian conglomerates toward continuous, conversation-based, and technology-enabled models. This study examines the trajectory of PMS thinking and profiles six organisations — Google, Adobe, Microsoft and Netflix internationally, and Infosys and Tech Mahindra within India — whose performance frameworks are frequently cited as distinctive departures from convention. Using secondary, contextual research drawn from company disclosures, the report synthesises what these systems share, what criticisms they attract, and what an organisation designing a new-generation PMS can practically take away. The analysis finds that despite very different vocabularies — Check-Ins, OKRs, Connects, the Keeper Test, iCount, or the “n=1” philosophy — the underlying shift is consistent: from once-a-year judgment to continuous, two-way dialogue; from forced distribution to individual accountability; and from a compliance exercise to a genuine driver of growth and retention.
Keywords: Performance Management System (PMS), Continuous Feedback, OKRs (Objectives and Key Results), Forced Ranking, Employee Performance Appraisal