However, if the tools and objectives of the performance evaluation process are inconsistent with organizational objectives, the resulting performance evaluation system may, in fact, be a harm to the effective functioning of the organization (Barrett, 1967). Additionally, in a team environment, some believe that evaluating individual performance interferes with teamwork by overemphasizing the individual. Indeed, many have suggested (e.g. Deming) that there will no longer be a need for performance appraisal in organizations of the future. Furthermore, ineffective performance appraisal systems can result in mixed messages regarding which aspects of job performance are more and less important, due to the indirect contingency between individual behavior and organizational rewards. Finally, due to the different (and often conflicting) needs of the stakeholders (the organization, the evaluator and the employee), the process itself is often a source of unmet expectations for all involved (Murphy and Cleveland,