Aguinis (2013) identifies the ideal characteristics of a performance management system in the course text. This list is comprehensive and includes components such as whether the system is thorough, inclusive, practical, meaningful, trustworthy, open, ethical, and fair, to name a few (Aguinis, 2013). Another vital component that distinguishes a performance management plan from performance appraisal is that it is an ongoing process of evaluating and providing feedback on an employee's performance in relation to an organization's strategy (Reed & Bogardus, 2012 ). Different sources cite similar components in this list, but this list is very comprehensive when researching the expert's ideal performance management characteristics. Consideration will be given to how the University of Colorado Colorado Springs (UCCS) College of Business ranks on this list in performance management program, opportunity areas, and recommended areas of improvement beyond the indicated opportunity areas . Ideal Performance Management Components and the UCCS College of Business Overall, the UCCS College of Business outperforms the UCCS campus and other departments as a whole. The performance management plan for the College of Business carefully considers at least ten of the 14 components. There are traces of the other four components, but they are not involved as completely as the other features. The clearly evident characteristics are: strategic congruence, completeness, practicality, meaningfulness, acceptability and fairness, inclusiveness, openness, correctability, standardization and ethicality. Consideration of just some of these characteristics will provide evidence that contributes to the accuracy of the conclusion...... middle of the paper...... effective and ineffective behaviors should be clearly defined here, the plan should be modified to reduce tampering with results and the plan should be more thorough and consider additional ancillary appointments rather than focusing solely on the primary duties of a position. Focusing attention on these areas of weakness can increase the ethical nature and effectiveness of plans, thus contributing to building successful futures with an internal focus. Works Cited Aguinis, H. (2013). Performance Management (3rd ed.). Upper Saddle River, NJ: Pearson. Reed, S. M., & Bogardus, A. M. (2012). PHR/SPHR Human Resources Certification Professional (4th ed.). Indianapolis, IN: John Wiley & Sons.College of Business. (2013). Vision, mission and core values. Retrieved from http://www.uccs.edu/business/index/about-us/vision-mission-and-core-values.html