Organizational culture can be a distinct reflection of leadership.  As organizations work to build a culture of success and achievement, it is the responsibility of leaders to carry out this vision by using both tactical and strategic thinking.  Within this context of organizations, and specifically organizations consisting of teams, the performance of the organization implies understanding the output of team performances.  This becomes a shared responsibility between leadership and management, which includes human resource management (HRM).  Their primary responsibility is performance management: the identification, measurement, and development of human performance in organizations (Rao, 2007).

Organizations expend time, energy, and money on performance management initiatives for the purpose of influencing employee behavior for the benefit of the organization.  From a performance management perspective, managers provide feedback and coaching to workers and offer recommendations for improving individual performance, which often includes identifying key behaviors to incorporate or avoid, and competencies to further develop.  According to the Society for Human Resource Management (SHRM®), performance management involves setting expectations and goals at the individual level, to monitor the achievement of these goals, and to provide subsequent feedback.