This section contains the key literature and theoretical framework to demonstrate prior knowledge

This section contains the key literature and theoretical framework to demonstrate prior knowledge, insight and understanding in the research topic. In this literature review, the theoretical framework consists of performance management, employee performance, and main factors affecting employee positive and negative performance, types of performance management system and impact of performance management on employee performance. The research will use the Fair Trading Commission of Seychelles as a Case Study to determine the impact of performance management on employee performance. The outcome is significant and will be used to address the rate of staff turnover, improve on the current system of performance management, any misconceptions about performance management.
Performance Management
Performance management is an important determinant of organisational success as it sets the appropriate platform to efficiently implement human resource action. It is important to mention the connection between the study of performance management within human resource management study. Defining performance of people at work according to Lebas (1995), the deploying and managing of the parts of the causal model that lead to the well-timed realization of specified objectives within limits particular to the firm and to the circumstances.
Armstrong (2004) defined performance management as a way of achieving better outcome from the whole organisations by understanding and managing within a decided structure, performance of planned goals, standards and competence requirements.
Aguinis (2009) views performance management as a continuous process of identifying, measuring and developing performance of individuals and teams and make performance parallel with the strategic goals of the organisation. It also assesses the progress being made towards the attainment of organisational strategic business objectives (Bridger, 2014).
Fletcher (2001) provided a completed and comprehensive human resource related performance management definition. (Kandula, 2006, pp. 5), in contrast describes performance management as an instrument in transforming the potential into performance by removing the in-between obstacles as well as motivating the human resource.
Performance management can also be viewed as a proactive and positive system of administrating employee performance in leading the employees and the organisation in the path of desired performance and results.