Abstract David Epstein is the current sales manager at Massachusetts Restaurant Appliances, one of the leading distributer of industrial appliances used in restaurants within the United States. David has eight employees within this department that work in various parts of the country to promote and distribute various products of the firm. The performance review indicated that some employees such as Erin and Johnny registered impressive performance while that of others such as Derik and Samantha were unsatisfactory. The best performing candidates will need to be motivated to continue with their impressive performance. The underperformers may need their tasks to be redefined in order to improve their performance. This way, the sales department will be able to achieve its set objectives in the market. Background Massachusetts Restaurant Appliances (MRA) is a leading supplier of large industrial appliances to restaurants in the United States. Currently, this firm is ranked second in market share, after New York’s Ruth Restaurant Services. Since the appointment of David Epstein as the firm’s sales manager, the firm has experienced a phenomenon market growth. Epstein has been with the firm for the last nine years and has been working with various heads of this department to help the firm to expand its market share. At 31, he has the experience, energy, and commitment to ensure that this firm achieves massive market growth to help it become the leading supplier of large restaurant appliances in the entire country. This sales manager is convinced that the firm can achieve this growth in the near future if the marketing team works appropriately to achieve the set targets. To achieve his objective of making MRA the leading supplier of restaurant appliances, Epstein has decided to make individual sales persons at this firm responsible for their output within the firm. Their expenses and salaries awarded to them at this firm must be commensurate to the value they deliver to the firm. That is why the management came up with the performance review strategy. Issue The sales department of Massachusetts Restaurant Appliances has a team of eight dedicated sales people working under the sales manager, Mr. David Epstein. Epstein is convinced that within the next one year, this firm can overtake New York’s Ruth Restaurant Services as the country’s leading supplier of restaurant appliances. However, this can only be achieved if the current sales team is able to double its effort in service delivery. The manager has decided to come up with performance evaluation system to make employees more accountable in their work. The performance review looked at specific issues of interest such as sales volume, number of accounts that each employee has, number of orders per employee, expenses that they use in delivering their services, number of calls they make, and the number of days worked. This review of performance would help the firm to identify areas of strengths and weaknesses per individual employees so that solutions to their weaknesses can be found (Deutschendorf, 2014). However, some employees feel that the performance review criterion is unfair and may not reflect their true effort in the firm. Robert Smythe and Derek Francona have clearly stated that they are working in regions with a lot of challenges, a