Performance management is an active role that a manager can take in his relationship with employees. Traditional methods of providing feedback to employees, usually through an annual review, which actually serves to increase tension in both manager and employee, are rarely constructive. Instead, performance management should be an ongoing process. The most effective performance management styles, according to Pharmacy Management, Leadership, Marketing and Finance (Chisolm-Burns et al. 2011), can be described with the acronym SCORE: Strategic, Communication, Opportunity, Recognition, Engagement. Below is a detailed summary of each tactic. Strategic: First, an effective performance management plan should be strategic in making performance standards and objectives serve the company's goals. For example, if the company goal is to provide the best customer service and pharmaceutical support in town, employees should be encouraged to develop customer service skills and incentivized to receive positive feedback from customers. However, if the company's goal was simply to fill as many prescriptions as possible, employees should be encouraged to develop procedures to make the pharmacy more efficient and minimize waste. Dan Ariely (2009) argues that employees will adjust their performance based on the metrics you measure them by. Therefore, if their sales are going to be measured, they will focus almost exclusively on increasing sales, but if customer satisfaction ratings are being measured, they will focus almost exclusively on providing exceptional care. Therefore, a strong and productive performance evaluation should include parameter measurements only for the behaviors you want to develop. Furthermore, it is... middle of the paper... will be of great benefit to all parties. Works Cited1. Allen, D.G., Bryant, P.C., & Vardaman, J.M. Retaining talent: Replacing misconceptions with evidence-based strategies. Academy of Management Perspectives. 2010, 24(2):48-64.2. Ariely, D. You are what you measure. Harvard Business Review. 2009, 88(6):38.3. Brencic, V and Norris, JB. Workplace duties and performance-based pay: A vacancy-level analysis. Review of industrial and labor relations. 2010, 63(3):511-544.4. Giancola, FL. Common misconceptions in managing employee rewards. Benefits and Compensation Digest. 2010, 47(9):34-38.5. Segal, J.A. Performance management errors. Human Resources Magazine. 2010, 55(11):75-78.6. Thomas, G.F., Zolin, R, and Hartman, J.L. The central role of communication in developing trust and its effect on employee engagement. Business communication journal. 2009, 46(3):287-310.