Conceptual analysis reveals psychological resistance to performance measurement among public managers, indicating fundamental behavioral impediments to organizational reform.
Robert D. Behn, The Psychological Barriers to Performance Management: Or Why Isn't Everyone Jumping on the Performance-Management Bandwagon?, Public Performance & Management Review, Vol. 26, No. 1 (Sep., 2002), pp. 5-25
No takes yet. Share an insight, caveat, or question.
Robert D. Behn (2002) studied this question.
Synapse has enriched 5 closely related papers on similar clinical questions. Consider them for comparative context: