Abstract:
Business, society and academic literature have all shown an increase in the demand for greater accountability. Despite this, and although accountability is central to improved performance within the workplace, it remains an ever-expanding, complex and elusive phenomenon. Although the literature has identified four overriding factors that influence accountability namely self, peers, managers and systems, there is very little empirical research that supports this. The aim of this study is to identify which of these factors has the greatest influence when holding an individual to account for performance in an organisation. Establishing the main drivers of accountability will enable managers and leaders to make better use of accountability mechanisms in order to improve the performance of their employees, teams and organisations.
