Prerequisite forms the basis of performance planning (Gruman & Saks, 2011). However, Omega Inc. lacks proper prerequisite for appropriate performance planning. There is no direct link between the company top management and sales representatives who are crucial determinants of the company success. Besides, there is no clear definition of the sales representative roles. To overcome this top management should focus on building the performance among the franchisees and also have transparent communication whereby goals, mission and vision of the company will be well defined and understood by all the employees of the company.

If performance planning is not proper performance execution will be a challenge (Toppo & Prusty, 2012). Omega Inc. seems to lack proper performance planning to the extent that the plans arrived at by the management are not documented. This contributes to the lack of a clear link between the established performance plans and implementation of the anticipated performance. Omega will get rid of this by ensuring that all the performance plans are documented and executed accordingly. Alternatively, any deviation from the laid down performance plans should be corrected.

Performance execution provides a prerequisite for performance assessment (Pulakos, 2009). Even though Omega Inc. was able to carry out performance assessment it has been evidently found that the performance plans were never achieved. Therefore, the paper argues that there has been a link between performance execution and performance assessment.

Performance assessment drives the management to carry out performance review (Toppo & Prusty, 2012). Upon assessment of Omega Inc.