01355pab a2200169 454500008004000000100001600040245010100056260000900157300001400166362000800180520079600188650001800984773005201002909001001054999001701064952010401081180718b2004   xxu||||| |||| 00| 0 eng d  aEmery, Yves  aRewarding civil service performance through team bonuses: findings, analysis and recommendations  c2004  ap.157-68.  aMar  aPerformance-related pay within public organizations is continuing to spread. Although it can help to strengthen an entrepreneurial spirit in civil servants, its implementation is marred by technical, financial, managerial and cultural problems. This article identifies an added problem, namely the contradiction that exists between a managerial discourse that emphasizes the team and collective performance, on the one hand, and the use of appraisal and reward tools that are above all individual, on the other. Based on an empirical survey carried out within Swiss public organizations, the analysis shows that the team is currently rarely taken into account and singles out the principal routes towards an integrated system for the management and rewarding of civil servants. - Reproduced.  aCivil service  aInternational Review of Administrative Sciences  a60108  c60108d60108  00104070aIIPAbIIPAd2018-07-19hVolume no: 70, Issue no: 1pAR60553r2018-07-19w2018-07-19yAR