SMEs firm is a backbone to Malaysia market. SME consider Small businesses, although not a homogeneous group, have significantly different behavioral characteristics compared to larger firms in respect of social and environmental management (Brammer, Hoejmose, & Marchant, 2012). SMEs have relatively informal organizational structures, are often managed by owners, and as a result personal choices and attitudes can greatly affect socially responsible behavior among them (Moore, Slack, & Gibbon, 2009; Sarbutts, 2003; Vives, 2006). The majority of research seeking to examine organisational sustainability have done so within small and large multinational organisations to the exclusion of small- to medium-sized enterprises (SMEs). Assumptions that small rms or SMEs are considered “scaled-down” versions of a large rm have been successfully challenged in the literature, and there is widespread acceptance that small businesses are not just “little big businesses” (Hill et al., 2002).Many SMEs owner  still lack of knowledge and ambiguous on how Performance Management System (PMS)  able to assist their firms to achieve sustained growth. This scenario highlights a need and creates interest for researcher to conduct study in this particular area. Researchers have identified five Performance Management System  that will influence SMEs sustainable growth. There are Budgetary Control, Key Performance Indicator, Balance scorecard, Lean Management, and  Managerial Checklist. Researcher also have identified government support program (GSP) plays a crucial role in influencing SMEs sustainable growth. This research is significant to SMEs owners to understand the importance of Performance Management  System  in order to drive their business sustained growth and to determine their business strategy. This research also significant to SMEs to implement Performance  Management  System  in their organisation.