Over the years, there has been a lot of attention given on performance management and development with the demand for thorough information being actually intensified with the economic downfall. Human resources specialists have toiled to make sure that they keenly evaluate performance between relevant and fair measures putting most of their focus and efforts on essential aspects of any business. Essentially, the different efforts have circled around making sure that the processes are similar in temperament with the requirements of a changing breed of line manager, streamline the systems that are paper-based and facilitate admittance through media. Nonetheless, most of the human resource strategies that have more experience are also focused on ensuring that managing the performance conveys in an environment where the evolution of numbers and effect on organizational brand and innovation is based on the ways of the business success.
Concurrently, the report focuses on evaluating the challenges an organization may incur in putting it into place a performance and reward strategy using knowledge of the results past case studies and theories from different specialists on the field but mostly on human resources. Currently, the nature of work is altering with diverse organizations and corporations operating in more of a specialized network that is also flexible and natural. basically, the frequency of strategic partnering arrangements between organizations increasing the need for management relationships to be managed beyond the organization and hence further work is required.
On the other hand, reward systems are also a critical part of any organizations design and how well they are compatible with the rest of the systems has an equal effect on to what extent they will be effectual and also on the quality of life that people will experience in the organization. .  .