Paradoxes and disconnects in managing performance

Chapter 8 examines a set of issues with managing performance centred on the key disjunctions that provide the basis for much of this comment. In this respect, it contrasts with Chapter 7, which examined country practice against the official models that most seem to approximate the Performance Management type. Here the concerns are paradoxes, contradictions and unsolvable problems. Accountability, a complex area, is given special treatment.