Today there is a growing interest in organizational performance. This interest was supported by performance management and successful management of employees. Possible reasons for this increase in use (Nankervis & Compton, 2006) were the need for companies to improve workforce production to meet hyperactive market demands. The findings indicate that a high value is placed on performance management systems. The dynamism of change and diversity, however, have increased the pressure on HR specialists and the management team to refine, modify and/or make the performance management method more strategic. This takes many forms, for example Mbo, 'hybrid' systems, BSC, 360 degree classification and assessment system. These forms are necessary to remain competitive and require effective management. The research serves to uncover trends in performance management that have persisted and whether systems have chosen or included more strategic directions. Specifically, the study interviewed human resources professionals regarding the types of performance appraisal techniques used and how that information was used. The report documented trends in the use of performance management across Australian organisations. Performance evaluation continues to be a topic and importance for human resources specialists. To support this claim, the authors cited surveys of professionals regarding performance appraisal methods, usage, and purposes. Comparing the results with those obtained from previous investigations, the authors noted a significant shift from traditional approaches to collaborative and more strategic techniques (BSC, 360 degrees). The authors continued to document the performance appraisal practice. They noted that general manufacturing industries… halfway through the paper… are curious about achieving organizational goals, and well-designed performance management systems can help achieve this goal. References Gregersen, H.B. Et al (1996) 'Evaluating expatriate performance in US multinational companies, Journal of International Business Studies, 27(4), pp. 711-738. [Online]. Available from: http://www.jstor.org/stable/155509 (Accessed: 26 June 2010) Nankervis, RA and Compton, RL (2006) 'Performance Management: Theory in Practice?', Asia Pacific Journal of Human Resources , 44 (1), pp. 83–101.[Online]. Available from: http://apj.sagepub.com/content/44/1/83. (Accessed 5 August 2010).University of Liverpool/Laureate Online Education (2010). Week 1 Performance Management (PRFMNG) module notes [Online]. Available from: University of Liverpool/Laureate Online Education VLE (accessed: 5 August 2010).