Scientist's role in modern society is undisputed. Their contributions in the form of advancements in scientific knowledge and technology have transformed the lives of the present generation through conveniences and complexities. Analyses of the psychological characteristics of scientists have revealed diverse and verifiable cognitions, traits and patterns of behaviour. Studies investigating the personality traits of scientists emphasise that scientists involved in creative endeavours earn high scores on the personality trait of openness. Other reviewers endorse that scientists are blessed with artistic and sensitive traits of being imaginative, inquisitive, cultured, original, open-minded, and sharp in their interactions and encounters. Scientists can be convincingly be described as 'Knowledge workers' along with academics, physicians, lawyers, programmers, design thinkers, and other white-collar workers whose primary capital and tools are embedded in knowledge. They are knowledge workers as the central component of their mode of work subsists in 'thinking' and they earn their livelihood through the investment of the capital of knowledge. Scientists, as knowledge workers, possess higher levels of education and professional knowledge, experience, and expertise that get translated into the creation of innovative thoughts. Scientists, especially the research scientists, merit a prominent position among knowledge workers as their main preoccupation is designing, undertaking, and analysing information, planning and conducting experiments, preparing research proposals and research papers, keeping themselves updated on scientific and technical developments, disseminating knowledge, developing solutions to problems and concerns. As scientists are knowledge workers, they are likely to be sensitive to the appraisals they are subjected to. Their performance planning, training, and development, career planning, rewards systems, and the like have to provide room for the appreciation of elements such as ideas still immaterialized, intangible and delayed results, etc. to keep them satisfied and motivated. A decisive depiction of the functional and behavioural outcomes among scientists is expected to be provided in this book which is based on a study. R&D organisations can expect positive psychological outcomes like feelings of enhanced involvement in work, employee contributions to decision making, enhanced mutual trust, increased belongingness to the organisation, enhanced cohesiveness, and team effectiveness. This research, specifying the functional outcomes of the performance management system among scientists is undertaken to hopefully furnish pertinent information and insights on a very important dimension of the mechanics of R&D organisations. The author's attempts to validate the possibility and relevance of such a study among scientists precipitated the following research questions that have set the attempt rolling:1) What do scientists perceive about the constituent elements of the Performance Management System implemented and maintained in their organisation and its relevance in their organizational life?2) How does Performance Management System affect the phenomena of Employee involvement, Group Cohesion, and Team Effectiveness among scientists and how do these variables interact with each other?3) Will it be meaningful to construe the functional outcomes of the Performance Management System as being swayed by the 'interpersonal trust' among the affected employees as a contextual modifier considering employee acceptance of PMS a pre-requisite in the chosen scenario?