Performance Pay as a Coordinating Mechanism in the Australian Public Service
Bibliographic Data
| ID | 11959467 |
|---|---|
| Authors | Robert E Wood (0000-0002-9935-8429, UNSW Sydney, corresponding author), Robert Wood (0000-0002-1401-3828) |
| Year | 1995 |
| Volume | 54 |
| Issue | 1 |
| Pages | 81-96 |
| Publication date | 1995-03-01 |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Australian Journal of Public Administration (JOURNAL) |
| Journal identifiers | ISSN: 0313-6647 • E-ISSN: 1467-8500 |
| Publisher | Wiley (PUBLISHER • GB) |
| DOI | 10.1111/j.1467-8500.1995.tb01113.x |
| OpenAlex | W2017331711 |
| Language | EN |
| References cited | 12 |
Public sector management is in a state of flux. Pressures for greater efficiency and a stronger customer service orientation have led to changes to the structures and planning and reward systems of public sector organisations. In the milieu of reform, performance pay for managers has been given prominence in a recent critical report by the Senate Standing Committee on Finance and Public Administration which recommends a return to a more standardised approach to management salaries in the APS. I argue instead that performance pay should be considered as a third‐or fourth‐order coordinating mechanism and linked to the strategies of individual departments in the APS. A policy for greater decentralisation of the design, implementation and management of performance pay schemes in APS organisations is presented
Business · Decentralization · Economics · Market economy · Mechanism (biology · Order (exchange · Performance Management · Political science · Public economics · Public relations · Public sector · Public service · Service (business · Labor Movements and Unions · Organizational Downsizing and Restructuring · Public Administration · Public Policy and Administration Research · Finance · Marketing
| Highly cited | No |
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