References: [1] Argyris, C. (1952): The Impact of Budgets on People. Ithaca / New York, Cornell University / Controllership Foundation, 1952. [2] Bititci, U. S. – Turner, U. – Begemann, C. (2000): Dynamics of Performance Measurement Systems. International Journal of Operations & Production Management, 2000, roč. 20, č. 6, s. 692-704. [3] Bourne, M. – Mills, J. – Wilcox, M. – Neely, A. – Platts, K. (2000): Designing, Implementing and Updating Performance Measurement Systems. International Journal of Operations & Production Management, 2000, roč. 20, č. 7, s. 754-771. [4] Deci, E. L. (1975): Intrinsic Motivation. New York, Plenum Press, 1975. [5] Deci, E. L. – Ryan, R. M. (1985): Intrinsic Motivation and Self-Determination in Human Behavior. New York, Plenum Press, 1985. [6] Deci, E. L. – Ryan, R. M. (2000): The “What” and “Why” of Goal Pursuits: Human Needs and the Self-Determination of Behavior. Psychological inquiry, 2000, roč. 11, č. 4, s. 227-268. [7] Drucker, P. F. (1954): The Practice of Management: A Study of the Most Important Function in America Society. New York, Harper, 1954. [8] Fitzgerald, L. – Johnston, R. – Brignall, S. – Silvestro, R. – Voss, C. (1991): Performance Measurement in Service Businesses. London, Chartered Institute of Management Accountants, 1991. [9] Frey, B. S. – Jegen, R. (2001): Motivation Crowding Theory. Journal of Economic Surveys, 2001, roč. 15, č. 5, s. 589-611. [10] Garbers, Y. – Konradt, U. (2014): The Effect of Financial Incentives on Performance: A Quantitative Review of Individual and Team‐Based Financial Incentives. Journal of Occupational and Organizational Psychology, 2014, roč. 87, č. 1, s. 102-137. [11] IMA (1998): Statement on Tools and Techniques for Implementing Integrated Performance Management Systems. Montvale, Institute of Management Accountants, 1998. [12] Kaplan, R. S. – Norton, D. P. (1992): The Balanced Scorecard-Measures That Drive Performances. Harvard Business Review, 1992, roč. 70, č. 1, s. 71-79. [13] Kaplan, R. S. – Norton, D. P. (1996): Using the Balanced Scorecard as a Strategic Management System. Harvard Business Review, 1996, roč. 74, č. 1, s. 75-85. [14] Keegan, D. P. – Eiler, R. G. - Jones, C. R. (1989): Are Your Performance Measures Obsolete. Management accounting, 1989, roč. 70, č. 12, s. 45-50. [15] Kerr, S. (1975): On the Folly of Rewarding A, while Hoping for B. Academy of Management journal, 1975, roč. 18, č. 4, s. 769-783. [16] Kohn, A. (1993): Why Incentive Plans Cannot Work. Harvard Business Review, 1975, roč. 71, č. 5, s. 54-63. [17] Locke, E. A. – Latham, G. P. (1990): A Theory of Goal Setting & Task Performance. Upper Saddle River, Prentice-Hall, 1990. [18] Lepper, M. R. – Greene, D. (1978): The Hidden Costs of Reward: New Perspectives on Psychology of Human Motivation. Hillsdale, Erlbaum, 1978. [19] Lepper, M. R. – Greene, D. – Nisbett, R. E. (1973): Undermining Children’s Intrinsic Interest with Extrinsic Rewards: A Test of the Overjustification Hypothesis. Journal of Personality and Social Psychology, 1973, roč. 28, č. 1, s. 129-137. [20] Lynch, R. L. – Cross, K. F. (1991): Measure up! Cambridge, Blackwell, 1991. [21] Manzoni, J. F. (2008): On the Folly of Hoping for A, Simply because You Are Trying to Pay for A. In Epstein, M. J. – Manzoni, J. F. (eds.): Performance Measurement and Management Control: Measuring and Rewarding Performance. Bingley, Emerald, 2008, s. 19-41. [22] Manzoni, J. F. (2010): Motivation through Incentives: A Cross-Disciplinary Review of the Evidence. In Epstein, M. J. – Manzoni, J. F. – Davila, A. (eds.): Performance Measurement and Management Control: Innovative Concepts and Practices. Bingley, Emerald, 2010, s. 19-63. [23] Merchant, K. A. (2006): Measuring General Managers’ Performances: Market, Accounting and Combination-Of-Measures Systems. Accounting, Auditing & Accountability Journal, 2006, roč. 19, č. 6, s. 893-917. [24] Neely, A. (2005): The Evolution of Performance Measurement Research. International Journal of Operations & Production Management, 2005, roč. 25, č. 12, s. 1264-1277. [25] Neely, A. (2007): Business Performance Measurement: Unifying Theory and Integrating Practice. Cambridge, Cambridge University Press, 2007. [26] Ordóñez, L. D. – Schweitzer, M. E. – Galinsky, A. D. – Bazerman, M. H. (2009): Goals Gone Wild: The Systematic Side Effects of Overprescribing Goal Setting. Academy of Management Perspectives, 2009, roč. 23, č. 1, s. 6-16. [27] Pink, D. H. (2009): Drive: The Surprising Truth about What Motivates Us. New York, Riverhead, 2009. [28] Porter, L. W. – Lawler, E. E. (1968): What Job Attitudes tell us about Employee Motivation. Harvard Business Review, 1968, roč. 46, č. 1, s. 118-126. [29] Ridgway, V. F. (1956): Dysfunctional Consequences of Performance Measurements. Administrative Science Quarterly, 1956, roč. 1, č. 2, s. 240-247. [30] Ross, S. A. (1973): The Economic Theory of Agency: The Principal’s Problem. American Economic Review, 1973, roč. 63, č. 2, s. 134-139. [31] Titmuss, R. M. (1970): The Gift Relationship. London, Allen and Unwin, 1970. [32] Wagner, J. (2009): Měření výkonnosti. Praha, Grada, 2009.