The Civil Service And Performance System

Performance management system makes a clear link between the performance and compensation, and allows the employees to understand the areas which need to be improved and directs them to appropriate training opportunities to enable improvement in performance to take place. Joseph Martocchio says, “Work with line managers to design the performance appraisal plan which best fits the specific duties and responsibilities of particular roles” (Martocchio, 2011). Compensation and reward decisions are likely to be arbitrary in the absence of a good performance management system. In short, performance management is a key component of talent management in organizations. It allows assessing the current talent and making predictions

Weyerhaeuser uses a pay for performance system and utilizes a performance management process (PMP) to evaluate employee’s annual performance and that performance rating is used in calculating the individual’s merit pay increase. Over the years, Weyerhaeuser’s pay for performance compensation strategy has undergone several changes and improvements. The company utilizes merit increases where an individual’s yearly increase is based on how well they have performed against objectives. Performance management is directly tied to compensation in a pay for performance system and is based on how well an individual performs during the year against specific, measurable goals is tied to how much they will receive in a merit pay system. According to Milkovich, Newman and Gerhart (2014, p. 337), ‘a merit pay system links increases in base pay (called merit increases) to how highly employees are rated on a performance evaluation.” How well your merit pay system works and is seen by the employees as effective, fair, and a tool to increase motivation and retention is based on how well performance is actually measured and the ability to quantify performance. Though there are challenges with the merit pay system, Heathfield (n.d., par. 9) shares, “even with the limitations that exist in the awarding of merit pay, merit pay is your best opportunity to ensure that your outstanding performers remain with your company and continue to make their

The old Performance Management system was ineffective and did not lead to a fair incentive or salary raise for the employees of the company. Employees who worked hard and did well for the company received the same rating as low performing employees. There was frustration among the scientists for getting the

Public administration tradition in American society is full of ideals on scientific and efficiency orientation of the organization but in relation with affirmative action paradigm in public administration, the value – based practices has been emphasized and gave rise democracy, representativeness, moral and ethical neutrality and equity. The 19th century public personnel reform encouraged the public administrators to formulate new policy with new direction and advocates for change. Social equity is another added feature of the new public administration towards social and political advantages. However, the social equity in practice may somehow result in differential treatment depending upon the needs and interests of different people. The affirmative action in public administration has been supported with the concepts of responsive and representative government through the composition of Civil Service Commission (Galeton, W. 2002).

Good performance is rewarded through timely job promotions, special recognition and in some cases monetary rewards and incentives.

Kernaghan, K. 2000. The Post-Bureaucratic Organization and Public Services Values. Interational Review of Administrative Sciences 66. 2000, pp. 92-93.

Civil service in the United States has a long and complex history. Civil service rules govern how public employees are hired, promoted and fired. This paper will focus on the selection politics of public personnel systems as divided in three time periods, the spoils era, the reform era, and representative bureaucracy. It will discuss the major civil service reforms throughout history in the Unites States and examine the role that politics and the environment play as an element of civil service reform in the public sector organizations. The paper will also touch on a number of institutions and players that play a role in the formulation of public personnel policy and some implications that they bring in the long run. Some of the

A well-articulated compensation philosophy drives organizational success by aligning pay and other rewards with business strategy. It provides the foundation for plan design and administration and anchors current and future plans to the company's culture and values (Kaplan, 2006, p.32). Recognizing and rewarding achievement is the cornerstone of the company A’s compensation philosophy. The mission of the company is to attract, select, place and promote all individuals based on their qualifications. The company believes that performance-based compensation helps attract, develop and retain talented professionals. In addition to base pay which based upon local market conditions and targeted to be above market, the company provides the following types of potential compensation to reward performance:

This paper will examine setting the stage for strategic compensation and bases for pay. There are three main goals of compensation departments: internal consistency, market competitiveness, and recognition of individual contributions. Internally consistent compensation systems define the relative value of each job among all jobs within a company. (Martocchio, pg. 22, 2011) With this system companies want employees to be paid more based on their qualifications and responsibilities. They believe someone with less experience should be paid differently. To determine such evaluation companies use job analysis in order to provide job descriptions. The job evaluation is to determine pay according to a particular position. Market-competitive

O’Neil (1998) suggests six minimal criteria for the design of a performance based pay system. The first of these criteria is that the reward system should be self-funding, that is, the performance increases should as a minimum offset the cost of the rewards provided. The second criterion is that the distribution of the rewards must be consistent, fair and justifiable. In addition reward plans must be transparent and clearly communicated. The third criterion

In this analysis we will review a case titled “The Dilemma at the Public Service Department.” We will be discussing different issues, amongst them are: opinions on the honesty, malfeasance, misfeasance, nonfeasance, accountability, competence, and why these particular responsibilities are identified. We will also discuss certain trade-offs made by the commissioner’s loyalty to the department as well as the governor, and public interest. We will also be discussing three barriers when it comes to deciding how the governor will be approached, along with the basic elements that are recommended in strategic management planning.

Also, we expect our public service to do the best it can with the community resources available to it. Yet there is usually great mismanagement in the public sector, Yet nobody act to resolve this issue or call the minister to order because it will harm the government’s standing and may cost it votes. This portrays a consequence of a community supported reward system unavoidably biased against good public sector management.

Recognizing and rewarding high-performance is a key recommendation for any approach when managing any merit pay program (HRIS 2012). Merit pay is a compensation system where base pay increases and is determined by an individual’s performance. Using a merit pay plan is a good way for an organization to reward high performance is one benefit when using merit pay programs. The first step in implementing or improving a merit pay program is to have a solid performance management program, and this is another way a merit pay program is beneficial. Merit pay is a way to be successful and effectively implement merit pay with a uplift in salaries, and this is a third way using a merit pay program is beneficial to an organization. There are some drawbacks when using merit pay programs, such as paying some employees more than others. If you pay high-performing workers more than low- performing employees, the high- performers may stay, causing the low- performers to complain or leave the organization. A second drawback in using merit pay program is that employees become less motivated if not paid to their satisfaction. For example, if employees feel they should be making more money for their performance, this causes them to have low self esteem, and want to find employment at other organization. The last drawback associated with

Before compare the two different models TPA and NPM, I will illustrate what is the

Aguinis (2013) discusses that fact that team-based organizations do not necessarily outperform work teams or teams in general. A reward system we learn, should not only target individual performance, but teams as a whole (p. 295). An ideal performance management system includes such characteristics as strategic and context congruence, thoroughness, the ability to identify effective and ineffective performance, inclusiveness, standardization and ethicality. The reward system applied to the State of Georgia, exhibits many similar characteristics of an ideal