Research Paper on:
HRM and Performance Management; The Value of Performance Appraisal

Unformatted Sample Text from the Research Paper:
increasing productivity by leveraging resources. This is the nature of a commercial enterprise, where management is running an organization for shareholders, who are investing with the purpose of increasing capital.  In recent years, there has been increased attention paid to human resources, and add value to an organization through the intellectual and human capital within a firm. At times  when there are pressures to cut costs, especially at the current time during a credit crunch, when the importance of maximizing resources increases in terms of significance as inefficient companies  fail (Mintzberg et al, 2003).. There have been many studies concerning the maximization of productivity for human resource practices, and the adoption  of motivational models. However, this is very generalized, and a more specific inquiry into the way performance is managed indicates that the generalized theories have be subject to the total  empirical testing regarding specific support tools. One tool it has been utilized in a number of companies is that performance assessments or appraisals (Robbins and Judge, 2008; Huczynski and Buchanan,  2007). These can manifest in a number of formats, from bureaucratic annual reviews used to inform employees of required improvements, through to their  used as part of an integrated HRM strategy that helps develop the organization identify training needs and motivate employees. The aim of this research will be to identify the  most effective performance appraisal or assessment models for firms who wish to the productivity and value created by the employees. 1.1 Aims and Objectives  The aim of the study is to identify and assess the different types of performance assessment and appraisal tools that can be utilized by an employer, in order to assess