Rewards, development planning, succession, compliance with laws and regulations, etc.). In many cases, managers are neither selected nor properly trained to manage performance (Murphy, Murphy reference2008). Scoring guidelines are often confused, misunderstood and applied inconsistently beyond and within evaluators. Organizations sometimes need ratings to adapt distribution curves, which may help reduce indulgence (Scullen, Bergey & Aiman-Smith, Reference Scullen, Bergey and Aiman-Smith2005), but may not be the true distribution of performance (Aguinis & O`Boyle, Reference Aguinis and O`Boyle2014, but see Beck, Beatty & Sackett, Reference Beck, Beatty and Sackett2014). All these shortcomings can and are corrected in many organizations (see the example of Cargill in Pulakos et al., reference Pulakos, Mueller-Hanson, Arad and Moye2015).