A Study of gender perception regarding Performance Management Systems in the organisations

Dr. Shine David, Yasha Bakshi, Poorva Mittal, Mohammad Fahad

This paper aims at studying the similarities or differences in gender perception on various parameters of performance appraisal system in their respective organisations. Data has been collected from 150 employees engaged in private sector with minimum 1 year of experience in a particular organisation. The respondents belong to different types of organisations ranging from IT, pharmaceutical, education, Textile etc. The result of the research suggests that the Gender perception varies largely due to failure of organisation to create a healthy culture to promote gender sensitization, and the Gender perception is quite similar due to transparent Performance Management System and Policy. The significant difference in Gender perception is in the area of development planning. The study found that this is due to lower attention paid in career planning of one of the gender. Besides this, gender perception varies in the areas of Job Analysis, Gender sensitization at work place and consulting employees in finalization of decision making process. Apart from these difference Gender perception was found to be similar in many areas such as satisfaction on goal setting, performance evaluation, 360 degree feedback, Training received, Reward and Incentives. This suggests that the organisational policies are fair and equitable. Also the perception is found to be similar in about the understanding of Performance Management System of the organisation, mentoring process in the organisation, the compensation given to the employees. These evidences regarding similarities and differences in the perception of employees regarding the system indicate that the organisations want to implement the fair and equitable Performance Management System but they fail to create an environment within their organisation that could encourage its employees to implement suitable Performance Management System.