SummaryThis article presents a case study regarding Omega Inc., which has a contract sales force for its products. Contractors are employed by independent franchise dealers and do not work directly for Omega. Recently, Omega offered a sales force training program aimed at improving sales performance and franchisees instituted a performance management system to measure goal achievement. There are six main stages in a performance management system and this article will review five of the six stages each linked to the next stage. Prerequisites for Planning The lack of success at Omega, Inc. rested in the hands of an incompetent sales staff who were unaware of the company's mission statement and goals. Staff received limited training on the tasks they were required to perform. Omega was faced with the challenge of getting its employees to meet their sales quotas. According to (Aguinis, 2007), “two important prerequisites are required before implementing a performance management system: knowledge of the organization's mission and strategic objectives and knowledge of the position in question. » The benefit of superior knowledge of the organization, combined with a clear and agreed upon mission and strategic objectives of their unit, would provide employees with the opportunity to make contributions that will positively impact the organization in its entirety. together. Additionally, one must possess the knowledge of the job in question to perform the necessary tasks and how they should be performed. This knowledge is obtained through a job analysis. Omega failed to implement strategic planning across all franchises. According to Aguinis (2007), "strategic planning allows an organization...... middle of paper ...... the future and as many have stated, including Joel Barker (2009), "the best way to predict the future » the future is to create it yourself. » In conclusion, each segment of the performance management process has a vital connection to the next. A bit like knocking over a domino in a series, it has an effect on the next domino. If one part of the process is dysfunctional, the next part may be identical in its dysfunction – and so on. ReferencesAguinis, H. (2009). Performance management. (2nd ed.). New Jersey: Upper Saddle River. Banner, D.K., Graber, J.M. (1985). Critical issues in performance evaluation. Journal of Management Development. Issue 4. Pp. 27-35. Clifford, J.P. (1994). Job analysis: why do it and how to do it? Public personnel management. Volume 23. Pp. 321-340. Smith, D. (1999). Make success measurable. New York: John Wiley & Sons