The emphasis of the quality assurance approaches and performance management initially was on setting objectives and on the appraisal of results against the set target. There has been a realization in the current scenario that a completed view of the performance must include how people are able to get the things done and what gets done. This means that focus must be on both the process and the input and also on the outputs. Staff members might be unable to meet the targets in any organizations as the work procedure is not streamlined effectively or they lack the right skills. In terms of performance management, this involves identification of what inputs are essential which are required following the inability to achieved outputs expected. The responsibility in this case lies on the mangers and the staff too and not just on the poor performer. The focus of the performance management has been changed entirely and this allows it to accept a higher dimension of development (Lingle 1996). Thus, it could be said that in order to assess the performance of the employees we must look at several factors like systems, protocols, staff and resources and not only the performance of several individuals.