* Only executive program and managers were asked to complete questionnaire for each subordinate. Subordinates almost had no chance to discourse their idea about the performance. As a result, result retrospect was inaccurate if manager made biased judgments.
* Managers need selective information on how well they performed, improved, communicated with jobs. However, PAS only concentrated on port evaluation, not performance.
* PAS does not have criteria corresponding specific work position, quantify these standards for evaluation, thus, results may change while they exposed the similar level of performance.
* The system has been used a voluntary radix: not have a full data to judge all it employees. Additionally, people were given freedom to participate in PAS, which might make them not exert doing review. Consequently, result prime(prenominal) was reduced. Therefore, it may be a reason why it failed to construe 3 intended purposes in the past.
Limitation of Personnel take stock: Potential conflict among purposes (evaluation and counseling): Process is only recorded by one person, jack Bryant. Information was not comparative, transparent. Auditor had no enforcement power so they failed to give accurate feedback to subordinate.
Even when computer-based system was used, there was no information on the number of those printouts in which employees perception were concurred with their bosses.
Anchoring bias: Carter had pre- meeting discussion with Cecil Stevens and shoed his tendency to promotion to superintendent while asking him to aid in developing a strategy. Carter had subjective motives that it was an opportunity to make virtually need-changes.
Representative heuristic: Stevens put seniority the first antecedency while he called on fairness
Availability heuristic: during discussion, concourse heavily relied on Steven memorandum on PAS, which was recorded as a result of some talks with number of singular in a very short time.
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