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A detailed study of performance management practice recommended that companies have a well structures and robust performance management system. Most of them have implemented the management by objective move towards to performance management. These companies have the system of creating a detailed job description as they implicit that not including the documents appropriately briefing the jobs, defining performance goals might be a upheaval. Additionally in these organizations, the execution of such a scheme was preceding by methodical instructions to managers who make use of this system. A strict feedback mechanism is structured to be an integral part of evaluation process in the organizations. These organizations had also adopted conventional methods to evaluate performance of their planned business units and also the entire organization. Nevertheless, the group and serviceable units couldn't be subjected to any proper appraisal in these organizations.

In difference to global companies, many of the national companies pursue either a semi prescribed or completely casual system. Up to now, in numerous organizations where the figure of professional managers was rising, the need to adopt formal system of performance supervision was also rising. This changeover though is not going away to be a simple task as of the customary administrative beliefs.

According to some experts view ' many line managers believed that the formal system was too cumbersome and Byzantine to implement. A manager in a local company said, ' When I know the performance of my subordinates on day by day basis why adopt a formal system which turns out to be both extremely difficult and inflexible to implement.' In the past this company had tried out a formal appraisal form only to discover that its line managers found it difficult to use. Consequently, the management decided to revert to its old informal appraisal policy. In another company a manager pointed out, ' adopting a formal appraisal system is a far cry because we don't have any job descriptions which constitute the basis of a formal system.''

In more than a few other companies the conception of feedback was unknown to the management. Despite the effort to creating awareness, it was tried in a quite unproductive manner. Hence, in the majority organizations that had attempted the feedback system, more pessimistic thoughts has risen in its place of positive stimulus to surmount performance gaps which were generated. According to one manager, 'giving feedback in our organizations is the most difficult thing to do as our subordinates are emotionally not ready to accept any negative remarks.' In the words of another manager, 'the nature of my relationships with my juniors has grown to a point where it is very difficult for me to give face to face negative feedback to them. Even socially, it is considered a taboo to give adverse feedback to people who have worked with you for a long time.'

Apprehension of employees' response to depressing feedback repressed most managers to present feedback about their employee performances

Apart from the global companies, in many of the local companies, the rewards be professed neither unbiased nor dependent upon performance. For case, in relatively a hardly any organizations an oft-repeated remark was 'our payment system is ceremonial. We pu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。