An organizational control system approach was used to investigate a university's attempt to influence faculty behavior in the areas of teaching effectiveness; quality of research, scholarship, and creative pursuits; and quality of service. These standards were used to establish desired performance levels and to provide benchmarks for comparison. Performance dimensions were quantified to provide information for evaluation and corrective action. The evaluation component involved assessing measured performance relative to established standards. The nature and amount of rewards granted were the primary reinforcers of desired behavior. The system components were designed to direct attention, motivate, and reinforce or extinguish behavior. Using the example of a particular college department, the study found that the failure to recognize and incorporate previous performance levels resulted in underutilization of resources, which, in turn, decreased the probability of goal achievement. The university's reward system was based primarily on extrinsic rewards, which were unlikely to optimize faculty motivation. It was concluded that the university needed to be more holistic in its approach to organizational control, and more knowledgeable about the faculty and the work situation. A contingency approach to the system was recommended. (SW)