Is the ''managing behaviors and results'' (MBR) approach still a usefu
l tool for performance appraisal and management? Gary B. Brumback, one
of the approach's founders, argues that MBR remains effective, and be
offers a further elaboration of the fundamental ideas behind it. He a
rgues that early applications of MBR (as well as other reforms and exp
eriments linked to the 1978 Civil Service Reform Act) were encumbered
by burdensome rules and regulations. With a new round of reforms on th
e horizon, Brumback is hopeful that MBR and other flexible management
approaches will prevail.