Editing Performance appraisal (section)

==Conducting==
[[Human resource management]] (HRM) conducts performance management.  Performance management systems consist of the activities and processes embraced by an organization in anticipation of improving employee performance, and therefore, organizational performance.<ref name="DeNisi">{{cite book |last1=DeNisi |first1=Angelo S |chapter=Performance appraisal and performance management: A multilevel analysis |pages=121–156 |editor1-last=Klein |editor1-first=Katherine J. |editor2-last=Kozlowski |editor2-first=Steve W. J. |title=Multilevel Theory, Research, and Methods in Organizations: Foundations, Extensions, and New Directions |date=2000 |publisher=Wiley |isbn=978-0-7879-5228-0 |oclc=880333902 }}</ref> Consequently, performance management is conducted at the organizational level and the individual level.  At the organizational level, performance management oversees organizational performance and compares present performance with organizational performance goals.<ref name="Selden"/>  The achievement of these organizational performance goals depends on the performance of the individual organizational members.<ref name="Selden"/> Therefore, measuring individual employee performance can prove to be a valuable performance management process for the purposes of HRM and for the organization.<ref name="Selden"/>  Many researchers would argue that "performance appraisal is one of the most important processes in Human Resource Management".<ref name="Sudarsan"/>

The performance management process begins with leadership within the organization creating a performance management policy.<ref name="Selden"/>  Primarily, management governs performance by influencing employee performance input (e.g. training programs) and by providing feedback via output (i.e. performance assessment and appraisal).<ref name="Molleman">{{cite journal |last1=Molleman |first1=Eric |last2=Timmerman |first2=Hugo |title=Performance management when innovation and learning become critical performance indicators |journal=Personnel Review |date=February 2003 |volume=32 |issue=1 |pages=93–113 |doi=10.1108/00483480310454745 }}</ref> "The ultimate objective of a performance management process is to align individual performance with organizational performance".<ref name="Den Hartog">{{cite journal |last1=Den Hartog |first1=Deanne N. |last2=Boselie |first2=Paul |last3=Paauwe |first3=Jaap |title=Performance Management: A Model and Research Agenda |journal=Applied Psychology |date=October 2004 |volume=53 |issue=4 |pages=556–569 |doi=10.1111/j.1464-0597.2004.00188.x |url=https://repub.eur.nl/pub/1779/ERS%202004%20068%20ORG.pdf }}</ref> A very common and central process of performance management systems is performance appraisal (PA).<ref name="Selden"/>  The PA process should be able to inform employees about the "organization's goals, priorities, and expectations and how well they are contributing to them".<ref name="Den Hartog"/>