000			01554pab a2200169 454500
008			180718b1998 xxu||||| |||| 00| 0 eng d
100			_aO'Donnel, Michael O.
245			_aCreating a performance culture? performance-based pay in the Australian public service
260			_c1998
300			_ap.28-40
362			_aSep
520			_aThis 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. - Reproduced
650			_aCivil service - Australia
650			_aCivil service
773			_aAustralian Journal of Public Administration
909			_a39644
999			_c39644 _d39644