PMSs (performance management systems) should get careful consideration because they are essential for the effective execution of a company's business plan. In a larger sense, administrative and developmental objectives are the two main purposes of PMSs. They assist managers in making choices about rewards and promotions from an administrative standpoint. In terms of employee development, they assist in determining their training needs and in offering workers timely, relevant feedback. PMSs are made to measure employee performance and connect it to benefits like higher pay and promotions. Such connections are essential for both businesses and their employees. It boosts corporate effectiveness by fostering a performance culture while simultaneously enhancing employee motivation. As a result, a PMS includes establishing training interventions, expressing values, giving developmental feedback, and tracking the accomplishment of objectives (Dutta et al., 2021:787). Any PMS must include performance management as a crucial element. It refers to the variety of organizational procedures for raising worker productivity. Setting objectives, assessing goal attainment, and delivering performance evaluation are three interconnected tasks involved. As a result, the system of performance management deals with determining its objective, establishing performance criteria, and deciding on the method, frequency, and agent of evaluation (Dutta et al., 2021:788).

Accurate reflection of the work performance The performance of employees at work is a crucial subject nowadays. Despite the fact that numerous research on individual work performance have been carried out, there is a different method of evaluating work performance. (Kamalesh Ravesangar & Muhammad Ashraf Fauzi, 2022:1148). Installing work performance indicators on the keyboard to track the accuracy and speed of typing throughout the workday is one approach to keep an eye on how well one is performing during a standard mental workday (Mikicin, M. 2022:1564).

Organisational justice principles The concept of organizational justice is the concern of how an employee perceives justice in the workplace in relation to how an authority (such as a boss or organization) treats them and how this affects their performance and well-being (Unterhitzenberger & Moeller, 2021: 683). Organizational justice is a substantial, multidimensional, and complicated phenomena at work. In order to support the achievement of appropriate employee behaviours, it must thus be effectively managed, especially when looking at it from the perspectives of each

employee's input, output, and expectations as well as fairness and equity Organizational justice, also referred to as employees' perceptions of how the organization is treating them and what motivates them to act accordingly. Organizational justice affects employees' behaviours in this way. Employees want fairness at all levels, even though it can be challenging to achieve in some cases. This naturally leads to challenges to achieve and maintain justice through a variety of tactics, such as adjusting performance to match compensation. This is consistent with the input-output ratio concept, which is how workers assess whether outcomes are distributed fairly (Waribo et al., 2020: 431).

Management behaviour of supervisors/line managers Despite widely accepted social standards against being impolite and disrespectful, as well as well-established research on the negative repercussions of destructive leadership, abusive supervisor behaviour, defined as leaders' nonphysical abuse of subordinates, persists in the workplace. A common explanation for this pervasive organizational phenomenon focuses on unintended leader harm, arguing that it is caused by leaders being mentally and emotionally drained, which prevents them from exercising the self-control required to behave properly and suppress hostile impulses toward colleagues. Although this involuntary account is true, it may not suffice as a comprehensive theoretical explanation when considering that the destructive effects of supervisory abuse do indeed severely contradict the end objective of greater group performance that leaders continuously strive to accomplish by effectively leading employees. (Liao et al., 2021:377).

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