| dc.description.abstract | Knowledge is power and it is this power that has transformed human race from a prey to a predator, from a cave dweller to a space traveller, from a meagre intelligent creature to an artificial intelligence propounder and from a mindless mangier to a sustainability advocate that we attempt to be our story and identity, moving forward. The pathway to this relentless pursuit of knowledge is Research and Development (R&D). R&D makes it possible to amass the required knowledge, which acts as a foundation for bringing forth potential inventions ready to alter the lives of the people and the planet. As we push the frontiers of knowledge in a bid to resolve perplexing phenomena or uncover secrets of the universe, we need proficient passionate knowledge workers with curiosity and persistence to go that extra mile, to leverage fresh ideas into viable innovation propositions. It is these ignited minds with their skills, grit and determination that are the beacons of technical success amidst myriads of uncertainties. Hence, they are the most priced assets in this knowledge industry. Nations and organisations are in a constant talent war to retain these finest brains and engage them for optimum productivity. R&D Organisations are in the lookout for means and measures that can help upkeep these assets motivated and performance measurement system is one such intervention.
Performance measurement systems are instruments for quantification of performance achieved against set targets and are used by organizations to assess and track the degree to which their goals and objectives are being met. These systems help businesses increase the effectiveness and efficiency of their operations by providing valuable data for undertaking improvement initiatives, strategic planning and decision-making. However, the its innate characteristics of R&D like spontaneity, uniqueness, uncertainty and risk of failure attributable to technological complexity, difficulties in accurately assessing time & effort until actual completion, information interconnectedness, outcomes versus effort time lag, knowledge spin offs etc makes the performance measurement of researchers complex and different from a routine production or service activity. This thesis is an attempt to bring greater understanding to the structure and dynamics of performance measurement and management of knowledge workers in industrial R&D establishments, its bearing on measurement outcomes, and other influencing factors in this relationship, which need to be monitored and managed for an environment that is supportive of creative minds to prosper. The attempt garner importance considering the current world scenario with the advent of seclusion induced by pandemic initially, followed by the geopolitical standoff that unfolded with the Russia-Ukraine conflict, recent Israel-Palestine conflict etc extending tension and polarisation among countries wherein nations are increasingly pressed to focus on internal resources to gain technological might. It is highly important for India to upswing our technological prowess to be among the mighty, to continue to protect our boundaries from adversaries, to manage the climatic catastrophes and to support the aspirations of the increasing population, by ensuring that our systems for high tech, high intensity R&D orchestrate as a well-oiled machine.
A comprehensive conceptual framework was formulated with Performance Measurement System (PMS), the predictor variable modelled as second order construct comprising of five first order factors namely objectives for measurement, dimensions of performance, evaluators, feedback on performance and data capture and handling. The dependent variable, measurement outcome consists of individual and organizational outcomes. The individual outcomes examined comprised of decision for promotion, training and capability building along with rewards and recognition while the organizational outcomes of the study included succession planning, team building, and organizational effectiveness. The organizational policy is the mediator and organizational politics is hypothesized to moderate the measurement system-measurement outcome relationship. Further the impact of demographic characteristics on PMS is explored. This research scope also includes nature of organization and type of R&D activity as contextual factors. The type of organizations examined include government labs, public sector and private sector R&D labs. The R&D activity is studied under four categories namely research, development, engineering and design technical service. The specific objectives drawn out for our research are as follows:
1. To develop a conceptual framework for the relationship between performance measurement system and measurement outcomes with other influencing factors in the context of industrial R&D labs.
2. To critically analyse the performance measurement system for researchers in terms of objectives of measurement, dimensions of performance, evaluators, feedback provision and data capture & handling, measurement outcomes and validation of their measures in the context of industrial R&D labs
3. To study and validate the association between performance measurement system and measurement outcomes as follows:
a) Relationship between performance measurement system and individual outcomes for R&D personnel comprising of decision for promotion, training & capability building and rewards & recognition.
b) Relationship between performance measurement system and organisational outcomes comprising of succession planning, team building and organisational effectiveness
4. To study and validate the influence of organizational policies as well as organizational politics on the relationship between performance measurement system and measurement outcomes
5. To study and validate the influence of contextual factors namely type of organization and nature of R&D activity on performance measurement system.
6. To recommend practices to improve effectiveness of the measurement process in R&D lab settings.
Primary data for the research was collected from 400 researchers working at the industrial R&D labs in India, which included data from researchers working in government labs, public sector and private sector industrial R&D establishments. The conceptual model was validated empirically using the data obtained from these respondents. As a first step of analysis, final factor structure and item scheme for each of the constructs of the study were arrived based on exploratory factor analysis using a-priori approach of factor extraction. Further, t-test/ ANOVA was used to examine differences in perception among respondents depending on demographic characteristics like gender, age, level of education, job title and years of experience in work. Moving further, PLS SEM technique was utilized to examine the hypothesized relationships. The findings confirmed the significant positive influence of PMS on individual as well as organizational outcomes. The negative moderating impact of organizational politics and the mediating influence of organizational policy on this relationship was also validated. The impact of type of organization and the type of R&D activity on the structural constituents of PMS used by R&D labs was established empirically utilizing MANOVA technique.
This kind of an inclusive formalization is unexplored to the best of our knowledge, with treatment in extant studies increasingly limited to single outcome variables and in sectors other than R&D. In fact, there is a rich granularity of findings that has emerged due to the comprehensive conceptualization wherein the influence of each of the five subfactors of PMS on each of the three sub dimensions of individual as well as organizational outcomes could be examined. This has contributed to a depth of understanding of practical and theoretical implications in dealing with assessment and enhancement of performance of researchers in our industrial R&D institutions operating in varying research contexts. Major contributions of this research are as listed below:
1. Developed a more practice-oriented measurement system-measurement outcome framework, to assess and facilitate the performance of R&D professionals. This is a novel addition to the body of literature in the R&D field, as most works in this field are primarily focused on project or organizational/functional level assessment, while studies on performance appraisal are also aimed at a broader group of professionals. Further, the higher order conceptualisation enabled a comprehensive coverage while confining the modifications to support situational peculiarities whenever required to specific areas, enabling ease of adaptations.
2. The research endeavour to empirically comprehend the impact of organizational politics and policies on the PMS-outcome relationship, especially in the R&D arena, is a first of its kind contribution to the management of R&D, to the best of our knowledge.
3. The empirical support extended by the research for the linkage between employee performance assessment system and team development, organizational effectiveness, and succession planning are significant contributions being understudied relationship domains in existing scholarly propositions. Also, PMS need to include forward looking performance dimensions such as ability to work well in a team, leadership qualities, the capability to take on greater responsibility etc., to support the respective organisational outcomes.
4. The study further underscored the need for aligning the succession planning framework to be in line with the strategic objectives of the business and the essential need for organisations to focus on increased market responsiveness, ingenuity, resource allocation effectiveness and collaborative culture for enhanced organisational effectiveness.
5. The empirical results supported the need for PMS in R&D organisations to be aligned with the specific situational peculiarities and one size fit all frame of reference need to be strictly avoided. Further, it also supported the need for R&D organisations to undertake such a resource intensive intervention, which gather significance in the wake of a rising body of research strand ridiculing the activity as wasteful and customary.
6. Further, the influence exerted by type of organisation as well as the type of R&D activity on PMS, and its structural elements that needs to be tweaked to adapt to these contexts brought out by this study makes it easier for practitioners as well as scholars to take up much refined organisational interventions and literary pursuits.
7. The research enabled greater understanding about the differing perceptions depending on changes in demography and upheld the need for progressive organisations to enact conscious efforts towards managing such differences posed by shifting demographics, to enable unbiased support and development of genuine talent.
8. Constructive feedback schemes that inform researchers about their performance and expectations, need to be institutionalised for continuous improvement of organizational and individual results.
In a nutshell this research is a go to guide for organisational practitioners and research enthusiasts interested in enhancing and sustaining the pool of scientific talent who possess the curiosity to explore novel concepts for knowledge advancement. The contributions of these knowledge beings significantly affect innovative capacity and it is imperative to maintain them motivated and empowered through proper assessment interventions, conducive policy frameworks and supportive organisational culture for which the study findings will be a great support. | en_US |
