1. What is your overall impression on the degree of overlap between the company’s system and the ideal system performance management system?
2. What are the specific features of the system implemented at the company that correspond to what was described in the chapter as ideal characteristics? Which of the ideal characteristics are missing? For which of the ideal characteristics do we need additional information to evaluate whether they are part of the system at the company?
3. Based on the description of the system at the company, what do you anticipate will be some advantages and positive outcomes resulting from the implementation of the system?
4. What do you anticipate will be some disadvantages and negative outcomes resulting from the implementation of the system?
Some key members of an organization and an external consultant worked together to thoroughly communicate and actually implement a new performance management system. As one of the first steps to implement performance management, the CEO announced that he wanted to implement a forced distribution performance management system in which a set percentage of employees would be classified into each of several categories (e.g., a rating of 1 to the top 20 percent of performers; a rating of 2 to the middle 70 percent of performers; and a rating of 3 to the bottom 10 percent of performers).