000			02139nam a2200193Ia 4500
008			181130s2018 xx 000 0 und d
100			_aSpano, Alessandro
245			_aPerformance-related payments in local governments: _bdo they improve performance or only increase salary?
260			_c2018
300			_ap.321-334.
504			_dMar
520			_aPersonnel policies in public sector organizations are fundamental to improving public services, since they have an impact on both individual and organizational performance. Within the broad area of Human Resources Management (HRM), Performance-Related Pay Systems (PRPSs) are widely considered one of the cornerstones of public sector managerial reforms. Monetary incentives should be paid for performance achievements of single employees and/or teams, according to a defined set of objectives. While the role and appropriateness of PRPSs in the public sector have been widely discussed in the literature, in some countries monetary incentives have been used as a tool to increase individual salaries, without considering them as a motivating instrument in a wider HRM system. A small number of studies have been conducted to understand the limitations of this form of incentives and to investigate whether it can be replaced by different and more effective incentives in order to avoid the de-motivating effect caused by money, as recognized in the literature. This study tries to fill this gap investigating, through twenty-five interviews to informed respondents the effectiveness of existing PRPSs at Local government level in Italy both in terms of performance and motivation and the possibility to substitute monetary with non-monetary incentives. The findings suggest that the limitations of monetary incentives have been widely recognized, but it is still difficult to replace them with different and more effective alternatives. - Reproduced.
650			_aLocal government
650			_aPerformance evaluation
650			_aService rating
700			_aMonfardini, Patrizio
773			_aInternational Journal of Public Administration
906			_aLocal government
999			_c506738 _d506738