Performance Appraisal System For Salesmen In An Automobile Company

Abstract

Concerning how manufacturing organisations conduct their PM review practices. Theoretical frameworks have emerged lately, dictating how organisations should act. However, an empirical gap exists regarding how they actually do act. This paper contributes to the knowledge in the field of PMM by narrowing that gap. Secondly, the paper suggests that the PMS life-cycle phase ought to be perceived as three-phased rather than four phased, this in order to ensure that the theoretical knowledge within the field of PMM reflects how PM are managed and changed in practice. Thirdly, it provides some guidance for the future research agenda for managing change in PM.