Public Management Studies

Discontinued
ISSN :
2074-3696 (online)
DOI :
10.1787/20743696
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This series presents works prepared for the OECD Public Management Committee.  It includes items covering such topics as strategies for change, pay flexibility, regulatory co-opeation, and contracting out government services.
Also available in: French
 
Private Pay for Public Work

Private Pay for Public Work

Performance-Related Pay for Public Sector Managers You do not have access to this content

Authors:
OECD
Publication Date :
16 Feb 1993
Pages :
200
ISBN :
9789264031036 (PDF) ; 9789264138230 (print)
DOI :
10.1787/9789264031036-en

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This publication reviews performance pay schemes covering middle management and senior management levels in departments and agencies of central government and also looks at, on a selective basis, schemes for managers in other parts of the public sector. The objectives of the study were to investigate why performance-related pay schemes are being introduced at management levels in the public sector, to examine how these schemes operate, to assess whether the schemes are meeting their stated objectives, and to see whether and under what conditions performance pay can operate successfully in public sector settings.
Also available in: French

Table of Contents

INTRODUCTION
Chapter 1.  THE CONTEXT FOR INTRODUCING PERFORMANCE-RELATED PAY
-The new managerialism
-The public-private compensation . gap 
-Adoption of performance pay schemes
-Policy objectives
Chapter 2. THEORY AND EVIDENCE FOR PERFORMANCE-RELATED PAY
-The theory
-The evidence
-A model 
Chapter 3. PERFORMANCE MEASUREMENT
-Choosing perforniance criteria
-Appraisal based on job objectives
-Standardised critical elements criteria
-Non-standardised criteria
-Supplementary criteria
-Ratings distribution 
Chapter 4. LINKAGES BETWEEN PERFORMANCE APPRAISAL AND PAY
-No specific links
-Appraisal-based but links not standardised
-Standardised relationships between performanctings and pay
Chapter 5. PERFORMANCE PAY
-Staff covered by performance-related pay
-The pay allocation decision process
-Form of payment
-Size of potential payments
-Budgets
-Quotas and forced distributions
-Distributions of awards
Chapter 6. THE IMPACT OF PERFORMANCE-RELATED PAY
-Perceived pay-to-performance relationship
-Overall pay costs
-Performance planning processes
-Job satisfaction and staff turnover
-Demonstration projects
-Evaluation models
Chapter 7. FINDINGS AND CONCLUSIONS
-Main features of the schemes
-Findings concerning the' effectiveness of performance-related pay
-Lessons from experience
Annex I.  SUMMARY DESCRIPTIONS OF PERFORMANCE-RELATED PAY SCHEMES FOR SENIOR AND MIDDLE MANAGERS IN CENTRAL GOVERNMENT
Annex 2.  CASE STUDIES OF PERFORMANCE-RELATED PAY SCHEMES
BIBLIOGRAPHY