The responses to the management accountability framework are very interesting. They come at two levels. One is that when someone sees that affecting their pay at risk, they pay attention. What is somewhat more interesting and powerful is the reputational effect it has on a department and an organization.
We have found that when a deputy head, across the whole management accountability framework, has what we call a “requires attention” or “opportunity for improvement” mark in one of the areas of management, they get on it very quickly, and it works down through the department very quickly. Organizations are set up to deal with it. Work is assigned and the responsible people are held accountable for it. In fact, this is an opinion, but I think that's a more powerful driver than the performance pay.