Premium
Creating a Performance Culture? Performance‐based Pay in the Australian Public Service
Author(s) -
O'Donnell Michael
Publication year - 1998
Publication title -
australian journal of public administration
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.524
H-Index - 41
eISSN - 1467-8500
pISSN - 0313-6647
DOI - 10.1111/j.1467-8500.1998.tb01279.x
Subject(s) - teamwork , performance appraisal , performance related pay , workforce , underpinning , performance management , moderation , public service , public relations , work (physics) , pay for performance , agency (philosophy) , service (business) , business , performance measurement , senior management , management , marketing , psychology , political science , incentive , economics , sociology , social psychology , engineering , law , mechanical engineering , social science , civil engineering , microeconomics
This article provides a critique of the operation of performance‐based pay in the Australian public service from 1992 to 1996 and questions proposals for further experimentation with such managerial initiatives. Performance agreements underpinning performance‐based pay were unable to measure adequately the performance of senior officers undertaking policy work. Appraisal reviews of these agreements also failed to increase performance feedback between supervisors and senior officers. The process of rating senior officers by supervisors, and the moderation of those ratings by senior agency management, proved to be inherently subjective and considerably increased the prerogatives of public service managers over senior officers. Linking pay to individual performance undermined teamwork and increased friction between those eligible for performance bonuses and junior officers excluded from the scheme. Yet the emphasis on individual employment relationships did not serve to undermine collective values, in particular workforce commitment to unionism.