Performance management systems (PMS) play a pivotal role in aligning individual executive performance with organisational goals, driving productivity, accountability, and strategic achievement. This study investigates the effectiveness of the performance management system implemented for executives at Congruence Holdings, a mid-sized conglomerate headquartered in Chennai, India. Employing a descriptive research design with a structured questionnaire administered to 65 executives across various functional departments, the research evaluates key dimensions of PMS effectiveness including goal clarity, appraisal fairness, feedback quality, training and development linkage, reward alignment, and overall executive satisfaction with the system. The study employs a five-point Likert scale to measure responses and presents findings through frequency distributions, mean performance scores, and dimensional analysis. Results indicate a mean overall satisfaction score of 3.76 out of 5, with goal clarity and reward alignment emerging as the strongest dimensions, while feedback quality and developmental support require strategic improvement. Approximately 73.8% of respondents affirmed that the existing PMS positively influences their performance motivation. Key challenges identified include inconsistency in appraisal standards, inadequate mid-year feedback mechanisms, and limited linkage between performance outcomes and career advancement. The study provides actionable recommendations for Congruence Holdings to enhance the effectiveness, fairness, and developmental orientation of its executive performance management framework.