The Continuing Evolution of MBR and Related Developments
Bibliographic Data
| ID | 6366163 |
|---|---|
| Authors | Gary B Brumback (corresponding author) |
| Year | 1993 |
| Volume | 53 |
| Issue | 3 |
| Pages | 213-213 |
| Publication date | 1993-05-01 |
| Open Access | No |
| Type | ARTICLE |
| Venue | Public Administration Review (JOURNAL) |
| Journal identifiers | ISSN: 0033-3352 • E-ISSN: 1540-6210 |
| Publisher | Wiley (PUBLISHER • GB) |
| DOI | 10.2307/3110125 |
| OpenAlex | W2314258590 |
| Language | EN |
| Citations received | 3 |
| References cited | 2 |
Is the behaviors and (MBR) approach still a useful toolforperformance appraisal and management? Gary B. Brumback, one of the approach'sfounders, argues that MBR remains effective, and he offers a further elaboration of the fundamental ideas behind it. He argues that early applications of MBR (as well as other reforms and experiments linked to the 1978 Civil Service Reform Act) were encumbered by burdensome rules and regulations. With a new round of reforms on the horizon, Brumback is hopeful that MBR and otherflexible management approaches will prevail. MBR stands for managing behaviors and results and, in the operational sense, is basically a hybrid of management-by-objectives (MBO) and behavioral performance appraisal
Business · Complex Systems and Decision Making · Construction Project Management and Performance
| Citations per year | 0.09 |
|---|---|
| Citation span | 1993 - 2009 (17) |
| Highly cited | No |