The Indian Information Technology (IT) industry has been steering the growth of the Indian economy for the past one decade unlike any other industry by generating jobs, escalating exports, increasing FDI and creating wealth, thereby strengthening the FOREX reserves and also in other number of visible and invisible ways. This excellent performance of the IT industry is primarily because of human resources.
The challenges for an IT organization consist of attracting, recruiting, training and development, motivating and retaining IT professionals. But the real challenge lies in the ability of the organization to incorporate all the subsystems in Human Resource (HR) and help the IT professionals in achieving the ultimate goal, i.e., exceptional performance. In a high performance-driven industry like IT, this becomes all the more important. People have to be groomed to get in tune with the
performance culture. It is important to create an environment that stimulates the generation of knowledge, its nourishment and its dissipation throughout the organization. Creation of such an environment requires that everybody is clear about the priorities of their role. The IT professionals should have a clear understanding of what their role expects of them. And their role has to be defined clearly in detail so that the performance is not disrupted because of vagueness in their role.
Performance is a significant concept because “the major contribution of an employee’s worth to the organization is through his work behavior and ultimately performance” (Arvey and Murphy, 1998). Job performance is defined as the degree to which an individual executes his/her role with reference to certain specified standards set by the organizations (Nayyar, 1994). Romanoff (1989) stated that performance is a set of outcomes produced during a certain period of time, and does not refer to traits or personal characteristics of the performer.
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