ble behavior and that which is system focused rather than job or functionally dependent. Among the deterrents to change are the entitlement mentality of workers and th e reluctance of management mit to revamping or revitalizing performance management processes and systems. 2. Lack of a holistic or overall system view of performance factors and results. To a great extent, this is still caused anizational s tructures that promote optimization of sub -unit results at the expense of the anization. 3. Continuing focus on short -term results by management and shareholders. To say that Kerr’ s folly is alive and well is an understatement. Hopefully, some future managers will hear this wake up call. Just in case they’re not listening, we’ll say it again —IT’S THE REWARD SYSTEM, STUPID!
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