Government at a Glance 2011
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Government at a Glance 2011

This second edition of Government at a Glance more than doubles the number of available indicators of OECD governments’ performance. The indicators compare the political and institutional frameworks of government across OECD countries as well as government revenues and expenditures, employment, and compensation. They also include indicators describing government policies and practices on integrity, e-government and open government, and introduce several composite indexes summarising key aspects of public management practices in human resources management, budgeting, procurement, and regulatory management. For each figure, the book provides a dynamic link (StatLink) which direct the user to a web page where corresponding data are available in Excel® format. The report also offers two special chapters, on leveraged governance and on the policy implications of fiscal consolidation.

The 58 data sets of member and partner countries in this 2011 edition of Government at a Glance include the first ever international comparison of public sector pay for selected professions and public service occupations, which points to a fairly egalitarian pay structure in the public sector;  estimations of country-specific fiscal consolidation requirements, which have been found to be large in many countries; the level of disclosure of private interests in the three branches of government; and  the implementation gap of Open Government policies to promote transparency, efficiency and trust.

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Publication Date :
24 June 2011
DOI :
10.1787/gov_glance-2011-en
 
Chapter
 

Staff performance management You or your institution have access to this content

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Author(s):
OECD
Pages :
128–129
DOI :
10.1787/gov_glance-2011-38-en

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Over the past two decades, the majority of OECD member countries have implemented reforms to modernise their public administrations with the aim of increasing efficiency and quality in service delivery. A cornerstone of these reforms has been the implementation of performance-oriented management of public sector organisations. As such, the use of performance assessments for individual staff, work groups and at the organisational level has been rolled out in order to strengthen incentives to improve performance. When used properly, performance assessments allow for the recognition of individual and collective efforts in an objective and transparent manner. Such practices also function to clarify organisational goals for staff so that they gain a better understanding of their role within the organisation and therefore how to best implement change and contribute towards strategic organisational objectives.