Introduction Organizational behavior control is important in fostering a proactive workforce. Reflectively, the process consists of a structured human resource management system that incorporates motivation, training, organized feedback system, and evaluation procedure. Thus, this reflective treatise attempts to explicitly review organizational behavior as part of performance modifier. Main Body In the article “The value of human resource management for organizational performance” , the authors dwell on performance of an organization as greatly influenced by the organization of its human resources department. Among the key issues identified by these authors as positive influencers of organization behavior include motivation, empowerment, and training (Liu, Combs, Ketchen, & Ireland 2007). Reflectively, these factors should be internalized in the human resource management system to foster proactive attitude among the staff (Wayne & Liden 1995). Among the motivation enhancing practices identified by these authors include incentives, promotions, rewards, and recognition. However, the authors opine that effectives of these components depend on vertical, horizontal, and work alignments. Carson, in the article “Saying it like it isn’t: The pros and cons of 360-degree feedback” , asserts that feedback system management system may influence positive or negative perception among employees. In encoding and decoding information, it is critical to balance the wanted and unwanted grapevine (Wimbush 2006). Thus, in reviewing performance based on feedback received, the author is categorical in advising the human resource management team to handle the voluntary information with care to boost trust and confidentiality which form the pinnacle of organizational behavior. Therefore, it is critical to balance the feedback with the goals of such an organization as a remedy towards inclusiveness and active participation which translates into desirable performance. Through training of then evaluation and performance reviewers, it is possible to establish a clear line between informal and formal office grapevines which foster a unique culture among employees. Reflectively, a complete 360 degree feedback process should operate on boosting morale and maintaining desirable confidence levels (Carson 2006). The process should be inclusive of structured evaluation and progress reporting tools. The article “ Employee Motivation: A Powerful New Model ” by Nohria, Groyberg, and Lee dwells on factors that foster proactive employee attitude through motivational channels. Organizational behavior should be aligned within four models identified by these authors. These models are the motivation to acquire, bond, comprehend, and defend (Vitale & Mavrinac 1995). Therefore, a proactive behavior control system should function within a structured reward system. When the system functions within accepted parameters, employees will eventually develop a self consciousness to deliver quality services and defend the organization as part of a family unit (Nohria, Groysberg, & Lee 2008). Thus, the human resource management team should strive to maintain professionalism and avoid unfairness to make the process func