"toe$-$stepping," and "let builders build," over the previous six$-$month period. Scores from these ratings were then used to rank em relative to each other. These rankings had important consequences to employees. Those who were ranked at or near the top wer rewarded and promoted, and those who were ranked at or near the bottom were placed on performance improvement plans and encouraged to leave, or were fired. This type of performance management system is believed to foster a strong drive for success a performance. However, the system also has limitations$,$ such as instilling a single$-$minded focus on performance results and enger hyper$-$competitiveness among employees, which likely contributed to the problems at Uber.

In an effort to shift the company's culture in a positive direction, managers concluded it was necessary to dump the stack ranking Based on the input of focus groups comprised of hundreds of employees, Uber's new system emphasizes concrete goals related to job responsibilities as well as doing good for others inside and outside the organization. Information related to these goals from $m$ sources is used as the foundation for frequent feedback conversations between managers and employees. Because the aim of these conversations is to support engagement and employee growth, the feedback is supposed to consist of both positive reinforcement $0$ is going well and constructive advice regarding small changes that can be made in the interest of improvement.

$2\mathrm{.}1$ Why do you believe Uber initially used a stack ranking system?

$2\mathrm{.}2$ Explain how Uber's stack ranking system may have contributed to misconduct at the company.

$2\mathrm{.}3$ How will Uber's new performance management sy fiem help move the company in a positive direction? Can you identify any import limitations$?$