Because not all behaviors are oobservable or measuvable or measurable, performance management systems often include measures of results or consequences that we infer are the direct result of employees's behavior. take the case of a salesperson ehose job consists of visiting register and talks on the phone. When her manager is in the store, she shows a high level of effort, but her coworker complain that, as soon as the manager leaves, Jane stops working. her overall performance, therefore, is likely to be poor because, although she has the declarative and procedural knowledge neccessary to do the job, she is not motivated to apply them to her job when her supervisor is not watching her.