Part 1 One of the basic and major needs in any organization is to evaluate itsemployees performance contiguously and continually

to find out whether they improve or not and know their situation in organization. The results suggest that the behavioral effects of performance management practices are as important as the economic effects in organizations. A part of human resource management is performance appraisal to improve corporate performance, all the while harming the targeted individuals and even undermining the commitment and energy of the survivors. Developing clear, realistic performance standards can also reduce communication problems in performance appraisal feedback among managers, supervisors, and employees. Proposed framework is based on six factors which are training needs evaluation, coincidence with institutes, excite staff to be better, ability to compare, cost of method, and free of error. Along with this selection framework, a comparison of methods is represented with attention to the key features of each performance appraisal method. These features play an important role in successful appraisal of employees. The represented framework helps human resource managers to select their suitable method with attention to methods features and apply it in organization and be sure of doing appraisal successfully.

Part 2 BI systems are rapidly being adopted to provide enhanced analytical capabilities to previously installed ERP systems. This framework partitions value chain activities into: (1) primary activities, which include inbound and outbound logistics, operations, marketing, sales, and service; and (2) support activities, which include procurement, technology development, human resources and infrastructure management. The process of developing a measure of an organization's performance attributable to BI systems is based on Churchill's (1979) methodology for designing and validating a construct. These stages are: (1) specify the domain of the construct, (2) generate a sample of items to operationalize the construct, (3) collect data, (4) purify measures, (5) collect new data, (6) assess reliability, (7) assess validity, and (8) develop norms. Therefore, the performance impact of BI systems can be viewed on at least two: (1) improving the efficiency and effectiveness of organizational structure and business processes, i.e. theinternal strategy, and (2) outperforming other organizations in the industry, i.e. thecompetitive strategy. The study sample was predominantly large organizations with an average of 663 employees; with average gross revenue of a little over AUD$2 billion per year. From the demographic questions, the average age of respondents was 41.1 years, with 16.5 years of work experience. 80% of the respondents were male and 20% were female. 54% of the respondents classified themselves as business executives/managers, while 46% were IT executives/managers, with 13% reported that they hold both business and IT jobs. 54% of respondents reported between 58 years of experience with BI systems, while 26% had more than eight years of experience. The majority of respondents clearly have considerable experience with BI systems and are well-qualified to inform this research. For instance, argue that IT improves organizations' performance along the value chain of thefirm in three dimensions: (1) performance benefits upstream (inter-organizational efficiency and coordination with suppliers), (2) internally (economics of production and internal organizational efficiency), and (3) downstream (marketing, sales, and the after sales service). To this end, we compared the relationship between business process level performance and organisational performance between the two broad industry groupings: service and nonservice. In our data, service firms include financial services, consulting and professional services, while non-servicefirms include retail and wholesale, and manufacturing. A factor analysis of the sample partitioned into service and non-service firms reveals that all three dimensions of business process performance are significant constructs in both partitions. These new developments have allowed line managers to access relevant and timely information (such as daily customer and product updates) and make better and instantaneous decisions. The dimensions of the business process benefits reported in this study demonstrate the current move in the deployment of BI systems at the operational level. The results suggest that organizations are now able to create a broad range of operational benefits along their value chain activities.

Part 3 One of the first steps in developing an effective performance evaluation system is to determine the organizations objectives. This process involves clarifying the job role, job description and responsibilities explaining how the role and responsibilities contribute to wider goals, why individual and team performance is important and just what is expected within the current planning period. Objectives developed in this way should be reflective of the

organizational goals and provide linkages between employee and organizational performance. A major aspect of developing an effective performance system is training for those individuals involved as raters. This training should start with a focus on providing the manager with a systematic approach to the practice of effective people management. This specific training should include at least the following: (1) supervision skills (2) coaching and counselling; (3) conflict resolution; (4) setting performance standards; (5) linking the system to pay (assuming this is an aim of the appraisal system); (6) providing employee feedback. Employee reviews should be performed on a frequent and ongoing basis. By conducting reviews frequently two situations are eliminated: (1) selective memory by the supervisor or the employee; and (2) surprises at an annual review. While the basic intent of developing an effective performance appraisal system is to make a company more productive, profitable and to let employees know their level of performance, there are also legal reasons for developing an effective performance appraisal system. This is especially important in the case of termination of an unsatisfactory employee. Developing an effective performance appraisal system requires strong commitment from top management: if the system does not provide the linkage between employee performance and organizational goals, it is bound to be less than completely effective. Organizations operating in this time of continual change and global competition cannot afford unmotivated and uncommitted employees. An effective system of performance appraisal is a major component

of an organization that allows every employee to feel that his/her contribution has contributed to the success of the organization and a desire to add to that success.