Well, speaking of Amtrak employee accountability, I have a story about that. A few years ago my family took a train ride across the country. When we changed trains in Chicago I noticed that the reading light in my sleeping compartment was stuck on, which of course was bad if I wanted to actually sleep. I found the friendly and helpful attendant and reported it, and her reaction was like watching a balloon deflate.
"What's wrong?" I asked.
"If we report damage they take it out of our wages," she said.
"What! What do you mean take it out of your wages?" I asked.
"If a car is damaged under my watch I have to pay for it," she said.
"Well," I said, taking out my swiss army knife, "I guess there's nothing to see here."
I have to say that I've never encountered such a nice, enthusiastic, friendly group of people with such an abysmally low morale as the crew of a cross-country train. With passengers they're great, but all through the trip I'd see two or three congregated having low muttered conversations. It didn't take me long to figure out they were talking about management. And while the experience was wonderful, the equipment was in horrible shape. It was like traveling in a third world country.
With management that bad, more data doesn't equal more accountability and better performance. It means scapegoating.