One of the first things the design team did to begin

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One of the first things the design team did to begin the process of implementing the new system was to communicate that all other performance management systems that had been used in the past, needed to be halted immediately. They stressed the importance of having a standardized performance management system in place, across all divisions, as well as one that would help meet the organization’s goals. Performance management requires that managers ensure that employees’ activities and outputs are congruent with the organization’s goals and, consequently, help the organization gain a competitive advantage (Aguinis, 2013, p. 3).
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THE FORCED DISTRIBUTION MANAGEMENT SYSTEM 3 There were five main processes that were developed for the new performance management system: goal cascading and team building, performance planning, development planning, ongoing discussions and updates between managers and employees, and annual performance summary (Aguinis, 2013, p. 31). The HR team also made training resources available for the managers and individual contributors to be better acquainted with the new process. In a FDS, there is a set number of employees that have to fall into set rating classifications. One of the main advantages to a forced distribution system is that use of this type of system can help to alleviate some of the more common rater errors that can occur when managers are rating employee performance, such as severity error-when all employees are rated poorly, and leniency error-when all employees are rated well (Stewart, Gruys, & Storm, 2010). The most common error is perhaps leniency error when almost all employees are rated as having adequate or even excellent performance, which was the case at Network Solutions, Inc.
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