Kerr, S. (1975). "On the Folly of Rewarding A, While Hoping for B." Academy of Management Journal, 18(4): 769-783.

There are many examples of reward systems where the behaviors that are rewarded are those which the rewarder is trying to discourage while the behavior he desires is not being rewarded at all.

In politics official goals are higher in acceptance but lower in quality. Operative goals are higher in quality (they can get things done) but by its nature are lower in acceptance. Politicians wanting to get reelected thus focus on official goals.

In universities officials hope that teachers will not neglect their teaching responsibilities but rewards them almost entirely for research and publications. Students get rewarded for getting good grades, not necessarily for acquiring knowledge.

Some of the causes of this are a fascination with "objective" criteria, overemphasis on highly visible behaviors, hypocrisy, emphasis on morality or equity rather than efficiency.

To compesenate for this in organizations either requires selection or training.