Ellen jones is the human resource manager of a midsize company that manufactures camping tents. the company employs approximately two hundred employees. ellen is in the process of redesigning the company's performance- management system. she has been instructed by the top management to develop a performance-management system that encourages employees to go beyond their formal job duties. supervisors in this fast-paced organization have a limited opportunity to track their subordinates' performances on a daily basis. employees work in self-managed cross-functional work teams, with each team responsible for its own productivity. with input from supervisors, each team sets its own goals for each month of the year, and employee compensation is based on the team's goal achievement as well as on individual performance factors. refer to scenario 10.1. which of the following is not likely to be one of the responsibilities of ellen's department according to the company's new performance-management system? select one: a. linking performance-appraisal information to the company's compensation system b. ensuring that performance standards are clearly communicated to employees c. determining the timing of the performance appraisals d. linking performance-appraisal information to training and development efforts e. collecting information about the day-to-day activities of employees during appraisals