IMPACT OF PARTICIPATIVE MANAGEMENT AND THRIVING AT WORK ON PERFORMANCE MANAGEMENT

Abstract

Organizations are increasingly focused on the critical function of employee performance management to achieve long-term success and growth amid today's competitive business environment. One of the significant challenges confronted by managers today is to identify and attract potential employees. In order to achieve desired results, organizations are needed to cultivate proactive strategies for confirming decent stocked organizational pools of employees. There is a dearth of research on the relationship between participative management, thriving at work, and performance management in organizational settings in India, as most of the literature on performance currently focuses on positive psychology constructs. Keeping this in mind, the current study aims to examine the impact of participative management and thriving at work on the performance management of employees. Specifically, the research investigates how participative management propensity and tendency to thrive at work affect employee performance management. There has been an attempt to examine how the dimensions of participative management (participative management style, supervisory communication, participative strategic planning processes) and thriving at work (vitality and learning) predicts employee performance management. In addition, research hypothesizes and tests a performance management model by investigating the mediating role of thriving at work by establishing the association between participative management and the performance management of employees. The current research also examines the effect of demographical differences (gender, age, type of organization) on employees' propensity to participate, tendency to thrive, and perception of performance. The data was collected from 510 employees working in selected Indian public and private sector organizations who held junior, middle, and senior-level positions. The data was collected using a convenient sampling method, and respondents were reached online (through a Google form and Linked In). The scales used in the present study were subjected to confirmatory factor analysis and validity analysis after preliminary data screening and testing to validate the factor structure of selected variables. The hypotheses were tested using various statistical methods, including correlational analysis, the t-test, one-way ANOVA, and multiple hierarchical regression, Hayes' PROCESS Macro. The outcome of the research specifies that there are significant variations in gender, age, and organization type in the dimensions of participative management, thriving at work, and performance management. Also, it has been found that thriving acts as a partial mediator in the relationship between participative management and performance management. Additionally, the results show that participative management and thriving at work are significant predictors of employee performance management. The results of this study add to the body of literature in various ways, first, by empirically assessing and analysing a unique and unexplored element as a potential predictor of performance management of the employees, namely participatory management and thriving at work. The present study further addresses the scarcity of literature concerning the missing link between thriving and performance in an organizational context by supporting the association between thriving at work and performance management. By examining how thriving explains the relationship between participative management and performance management, the study also adds to the literature on enabling the domain of performance. Additionally, this study makes an effort to explain how thriving affects performance through the lenses of gender, age, and organization type. Exploring the effects of participative management and thriving at work on employee performance management has practical implications too. And they emphasize how crucial it is for organizations to use participative management practices to promote employee well-being while creating a culture of continuous learning. Organizations can increase communication, decision-making, and employee commitment by implementing participative management and improving overall performance. Employee involvement and collaboration could be emphasized in developing and training programs so that employees take ownership of their job and contribute more effectively to the organization's goals. Additionally, encouraging a positive workplace culture that promotes thriving can boost employee engagement, motivation, and innovation. Organizations must develop a culture that fosters learning, employee well-being, and participative management to increase organizational agility and attract and retain top talent. The current study emphasizes that thriving is barely recognized and seldom included in organizational policies. Creating a thriving workforce can improve employee engagement, motivation, innovation, and productivity. It can be accomplished by organizations implementing wellness initiatives, encouraging work-life balance, offering continuous learning opportunities, and creating a positive workplace culture. An organization can become more competitive by emphasizing employee thriving and well-being. This can reduce turnover increase employee happiness, and enhance employee retention. Further, the current study also discusses the limitations and possible future research direction.