Another problem that the review process encountered was the subjective nature of the review form. Categories should not use terms that are not defined. "Meets expectations" may hold different meanings for different managers. Rating scales of 1 to 5 may be interpreted differently by different people. If an employee is average do they receive a 2, 3, or 4 The rating scale needs to be based on more objective data and not subjective evaluation.
The review system also needs to eliminate any political gain or loss for the management team. A manager should not be rewarded if his entire team exceeds expectations nor penalized for a poor evaluation. This can be solved by increasing the number of people beyond the immediate supervisor who has input into the review. These may be co-workers, other managers who are in contact with the employee, or peers.
In the example of Milhouse being sold a part, he fell victim to the contrast frame. The salesman was able to compare the success of the company to a can of soda. Milhouse deduced that the success of the company was more important than a can of soda. In comparing the two choices, the part was not considered.