Unfortunately if the performance measurement / review component is not fully aligned with all the other parts, then:

a) The performance review system becomes a
    bureaucratic chore rather than a management aid

b) Staff performance is sub-optimal as individuals
    aim to respond to an array of mixed messages
    from the organization

There are three levels of alignment needed.

1. Group and Organisational Aims & Actions
Individuals need to know the organisation's aims and business drivers and be able to translate these into implications and priorities for their own jobs. When agreeing goals / objectives with staff, managers need to ensure that there are overt linkages to higher aims and to clarify the results expected from performance rather than just listing tasks or behaviours. Alignment needs to be systematic rather than mere coincidence.

2. Human Resource Practices
The performance management systems / processes need to reinforce other Human Resource practices (e.g. recruitment, training and development, promotion, remuneration). Organisational strategies should drive the construction of HR practices and changes in strategy should prompt re-construction. Don't redesign HR systems because they are old; even relatively new systems can become misaligned if other things change. And when one part of the HR array is modified, look at the modifications that are needed to the others.

3. Managerial Behaviours
A manager's behaviour in respect to performance management needs to align with his / her other managerial behaviours for consistency and authenticity. If managers see performance management as separate from day to day management, they will behave differently and staff will interpret performance management as an add-on rather than a core function. Performance management is a core managerial function, so do not wait for the performance management cycle to come up on the calendar.

Performance management alignment also needs to deal with non-performance. Generally, non-performers are visible to colleagues, so the way these people are managed signals clearly to others whether poor performance is tolerated or confronted.

Finally some advice from Collins and Porras on alignment. Alignment, they say, does not come from a single programme or campaign it comes from the big picture and the coordination of all programmes. It also comes from the elimination of mis-alignments.