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cesses i.e. integrating organizational and employee performance management (Cleveland, Murphy & Williams, 1989; Fletcher, 2001; Den Hartog Et Al., 2004; Aguinis, 2007).

The current performance review processes have come in for strong criticism from some quarters. For instance, Samuel A. Culbert in his article titled Get Rid of the Performance Review!, argues that the way in which performance reviews are currently practiced actually hamper their potential benefits as an effective feedback tool. Kimberly Thompson is her article titled The Dreaded Performance Review also takes a similar view. In her opinion, most performance review processes tend to de-energize employees rather than energizing them. In this context, she says that employees perceive performance reviews as giving a sense of 'going to the principal's office'.

Scope for further research

According to Fletcher (2001), the context of performance management as an organizational function is changing. He mentions the impact of technology and cultural differences as emerging areas of research that are emerging in this field. As organizations broaden their international scope, there is a sharp increase in the coordination and collaboration between persons from different nationalities, often in the form of global work teams. Since persons in such teams will have diverse sensibilities regarding rewards and recognition, task evaluation and training and development, it creates additional complexities in performance management. In such cases it might even become important to evaluate the use of performance management practices against their legal implications in different countries (Den Hartog Et Al., 2004).

According to Armstrong (2009), the use of technology is also impacting the performance management processes in organizations. Internet-based performance management systems can provide several benefits. They have the ability of eliminating existing time-consuming performance review practices as the amount of time and effort spent on administrative tasks is reduced dramatically. They also make it much easier for employees to access their performance history as it develops through the year, instead of needing to rely on memory. Armstrong uses the case of Raytheon, a company that effectively incorporated a web-enabled performance management system which integrates a performance and development summary along with the tools and details about the company's 360-degree assessment and compensation system. Employees have the ability to initiate their goal-setting process through the system and to document their accomplishments directly on the performance screen.

Aguinis & Pierce elaborate upon some of the other areas and theories that can potentially produce knowledge directly applicable to the design and implementation of performance management systems. These are:

Social, power, influence and leadership: If an employee believes that his/her supervisor can influence important outcomes like rewards and recognition, then the performance management system can be more meaningful. Similarly, leadership can play a part in the general acceptability of a performance management system in an organization. For example, former GE CEO Jack Welch was well known for endorsing and in fact personally involved in the design and implementation of GE's performance m本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。