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Creating a Perfomance Culture?: Performance-Based Pay in the Australian Public Service


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  • O'Donnell, M.
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    The 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 Info

    Paper provided by The University of New South Wales. Department of Industrial Relations. in its series Papers with number 113.

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    Length: 31 pages
    Date of creation: 1997
    Date of revision:
    Handle: RePEc:fth:nswair:113

    Contact details of provider:
    Postal: Australia; The University of New South Wales. Department of Industrial Relations. P.O. Box 1, Kingsington, NSW 2033, Australia

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