Prior to the human relations movement of the 1950’s and 1960’s, employee management was a straightforward process. Employees had tasks and were paid according to their execution of tasks. This process was largely quantitative, as was much of the work at that time. Performance management was in the hands of the manager as evaluator. The human relations movement presented challenges to the model as work became more complex, as did managing the people who worked within them. A more comprehensive method of evaluating performance became a necessity.