Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Faculty Publications Conference Paper Faculty Publications- Conference Papers Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Creator An entity primarily responsible for making the resource Joy, Sebin; Kumar, Arti Arun; Mathew, Jain; Nair, Sridevi Title A name given to the resource Employee Social Experiences and Performance Management Systems: A Brain-Friendly Approach in Organizations Date A point or period of time associated with an event in the lifecycle of the resource 01-01-2025 Source A related resource from which the described resource is derived Smart Innovation, Systems and Technologies;Volume;413 SIST;pp.145-158 Identifier An unambiguous reference to the resource within a given context <a href="https://doi.org/10.1007/978-981-97-7717-4_11" target="_blank" rel="noreferrer noopener">https://doi.org/10.1007/978-981-97-7717-4_11</a> <br /><br /><a href="https://www.scopus.com/pages/publications/86000441648?origin=resultslist" target="_blank" rel="noreferrer noopener">https://www.scopus.com/pages/publications/86000441648?origin=resultslist</a> Coverage The spatial or temporal topic of the resource, the spatial applicability of the resource, or the jurisdiction under which the resource is relevant Joy S., Christ University, Karnataka, Bengaluru, India; Kumar A.A., Christ University, Karnataka, Bengaluru, India; Mathew J., Christ University, Karnataka, Bengaluru, India; Nair S., Christ University, Karnataka, Bengaluru, India Description An account of the resource In the wake of the COVID-19 pandemic, organizations are undergoing significant changes that call for more effective people management strategies. With new competitive challenges and constantly evolving environments, modern organizations need toadapt to ensure their continued success. One valuable tool for achieving this goal is a performance management system. However, it is crucial to update the theories and techniques of this system to meet the current demands. This study explores how the performance management system affects employees social experiences from a neuroscience perspective. Using a quantitative approach, the study gathered information from 268 employees across various industries in India, considering ten performance management criteria and evaluating social experience components using the SCARF model based on neuroscience. The results reveal that specific aspects of the performance appraisal system significantly impact employees social experiences. Based on their understanding of the link between different factors in the performance appraisal process and the quality of social experience, researchers recommend a performance appraisal model that promotes a brain-friendly work environment. These findings are especially relevant to managers and organizations, as they offer valuable insights into critical factors to consider when planning and implementing performance appraisal systems in modern workplaces. The Author(s), under exclusive license to Springer Nature Singapore Pte Ltd. 2025. Publisher An entity responsible for making the resource available Springer Science and Business Media Deutschland GmbH Relation A related resource ISSN: 21903018; ISBN: 978-981977716-7; Language A language of the resource English Type The nature or genre of the resource Conference paper Rights Information about rights held in and over the resource Restricted Access; Hardcopy may be available in the library Format The file format, physical medium, or dimensions of the resource online