Creating a Perfomance Culture?: Performance-Based Pay in the Australian Public Service
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.
To our knowledge, this item is not available for
download. To find whether it is available, there are three
1. Check below under "Related research" whether another version of this item is available online.
2. Check on the provider's web page whether it is in fact available.
3. Perform a search for a similarly titled item that would be available.
|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|
When requesting a correction, please mention this item's handle: RePEc:fth:nswair:113. See general information about how to correct material in RePEc.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Thomas Krichel)
If references are entirely missing, you can add them using this form.