As per the recommendation of Steve Ballmer, the company decided to review their annual organization review policy, and has intended to replace it with the system of ongoing dialogue. In contrast, the Wal-Mart, General Electric, IBM, or Citicorp, have adopted different strategy, where 'it is often best to start with a few key practices likely to produce tangible results, geared to the needs of the company' (Harris, 2002), the management of the company has to coordinate with the Human Resource leadership to decide over the 'set of outcomes and targets for the process', such comprehensive and detailed overview will ensure the success of the performance enhancement policies. According to Steve, the annual organizational review system has been considered a failure due to the minor incorporation of the value addition, it has been observed that the review system conducted on the annual basis has offered relieve to the administrations, 'many line managers simply update forms from the previous year to satisfy the task', thus Steve has been credited for major overhaul of the respective departments of Microsoft. Steve has identified the annual occurrence of pasted review system, the procedure has been another highlight which in some of the cases has offered escape to the junior management, and therefore to ensure that the performance enhancement is implemented, as per the recommendations of Steve, the review system shall be continuous instead of discrete. Under the leadership of Steve Ballmer, Microsoft has established a network, the purpose of which was to provide greater access to information to the local employees, the employees of the company previously...

The company also introduced 'corporate entrepreneurship through establishing a culture of change and creativity' (Harris, 2002). It was observed that such practices and exercises were directly responsible for the improvement of the performance by the individual workers, the overall team performance of the individual department also improved, the working relationship between the employees and the departments also improved, and resultantly the overall production of the company got boosted. Steve Ballmer noted that the variation in the role and responsibilities of the negotiator towards others in different organization was responsible for the growing stress and mental illness on the basis of uncertainties experienced by the employees in their interaction and performance. It was also noted that the employees were asked and forcibly compelled to 'analyze the value of various partners', this was of course considered to be risky practice, and the employees reflected their concerns towards the nature of responsibility (Carter, 2007).
References

Harris. Putting People First: Value Options. Rothenberg International LLC. 2002.

Ellen Jaffe Gill. Robert Segal. Jaelline Jaffe. Job Stress Management: Causes and Effects. Help Guide Publication. 2007.

Doug Howardell. How to Improve Productivity: Seven Skills of a Highly Productive Workforce. CPIM Publication. 2002. pp. 125.

Carter McNamara. Basics of Conducting Employee Performance Appraisals. Authenticity Consulting…