Creating a Perfomance Culture?: Performance-Based Pay in the Australian Public Service
AbstractThe paper provides a critical analysis of the operation of performance-based pay in the Australian Public Service (APS) from 1992 to 1996 and questions the desire by the Federal Coalition Government for 'further experimentation' with such managerial incentives. The paper argues that the performance agreements underpinning performance-based pay were unable to adequately measure the performance of senior officers undertaking policy work, while the appraisal reviews of these agreements failed, on-the-whole, to increase performance feedback between supervisors, and senior officers.
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Bibliographic InfoPaper provided by The University of New South Wales. Department of Industrial Relations. in its series Papers with number 113.
Length: 31 pages
Date of creation: 1997
Date of revision:
Contact details of provider:
Postal: Australia; The University of New South Wales. Department of Industrial Relations. P.O. Box 1, Kingsington, NSW 2033, Australia
PUBLIC SECTOR ; AUSTRALIA ; PRODUCTIVITY;
Find related papers by JEL classification:
- J31 - Labor and Demographic Economics - - Wages, Compensation, and Labor Costs - - - Wage Level and Structure; Wage Differentials
- J45 - Labor and Demographic Economics - - Particular Labor Markets - - - Public Sector Labor Markets
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