The Psychological Barriers to Performance Management

By R. Behn. 2002

158 citations recorded by the source corpus.

Subfields: Management Information Systems, Management Science and Operations Research, Public Administration

View Paper: https://www.semanticscholar.org/paper/80ae972d303694105e7abc652b3a0f5dfdb9508a

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Management Information Systems

1. Thomas M. Rabovsky
2. A. Rutherford
3. J. Mayne

In Management Science and Operations Research

1. Thomas M. Rabovsky
2. A. Rutherford
3. J. Mayne
4. B. Befani

In Public Administration

1. Thomas M. Rabovsky
2. A. Rutherford
3. J. Mayne
4. K. Rosinger
5. Justin C. Ortagus
6. Nicholas Voorhees
7. Robert Kelchen
8. B. Befani

Citations in the corpus

• Supervisor-nurse relationships, teamwork, role ambiguity and well-being: public versus private sector nurses (2011, unknown): “Instead, the reforms have led to more bureaucracy with most organisational activities geared towards achieving efficiency and accountability goals, signifying in turn that the goal of becoming more client-centred is at best a secondary focus (Behn 2002; Kelly 2005; Lynn 2001).”
• Challenges and Lessons in Implementing Results-Based Management (2007, background): “Behn (2002) similarly asks why everyone isn’t jumping on the performance-management bandwagon.”
• Evaluating Impacts of Performance Funding Policies on Student Outcomes in Higher Education (2014, background): “…kentucky) have been unable to gain long-term support for performance funding despite multiple experimentations (Dougherty, Natow, and blanca 2012). behn (2002) argues that one of the major challenges with the “big bargain” for performance management is a credible commitment problem: even when…”