Federal Merit Pay, Round II
An Analysis of the Performance Management and Recognition System
Bibliographic Data
| ID | 6366739 |
|---|---|
| Authors | James L Perry (0000-0003-0137-7208), Beth Ann Petrakis (0000-0003-0193-7367), Theodore K Miller |
| Year | 1989 |
| Volume | 49 |
| Issue | 1 |
| Pages | 29-29 |
| Publication date | 1989-01-01 |
| Peer Reviewed | Yes |
| Open Access | No |
| Type | ARTICLE |
| Venue | Public Administration Review (JOURNAL) |
| Journal identifiers | ISSN: 0033-3352 • E-ISSN: 1540-6210 |
| Publisher | Wiley (PUBLISHER • GB) |
| DOI | 10.2307/977226 |
| OpenAlex | W2160248385 |
| Language | EN |
| Citations received | 15 |
| References cited | 2 |
A decade ago, Congress passed the U.S. Civil Service Reform Act of 1978 (CSRA). The merit pay provisions of the 1978 reforms were hailed as a means for making federal managers and their organizations more responsive, efficient, and effective. Merit pay proved instead to be demoralizing and counterproductive. Among its shortcomings were inadequate funding, pay inequities between managers and nonmanagers, and invalid performance appraisals.1 Congress sought to remedy these problems in 1984 by creating the Performance Management and Recognition System (PMRS), which covers grades 13, 14, and 15 supervisors and managerial officials and which was intended to strengthen pay-for-performance principles
Business · Economics · Merit pay · Microeconomics · Political science · Accounting and Organizational Management · Human Resource Development and Performance Evaluation · Public Administration · Public Policy and Administration Research
Justification by Works or by Faith
Establishing a Senior Executive Service
The limits of awards for anti‐corruption
Empowering Public Sector Employees to Improve Performance
Performance Appraisal as an Aid in Personnel Decisions
Does Performance Management Affect Job Turnover Intention in the Federal Government
Pay-for-Performance and the Senior Executive Service
Back to the Future? Performance‐Related Pay, Empirical Research, and the Perils of Persistence
Public Service Motivation Research
Performance-related pay and work motivation
Performance-Based Managerial Pay in the Federal Government
The Paradox of Meritocracy
The Senior Executive Service
Making Policy by Trial and Error
Human Resources and Public Administration
| Unique citing works | 15 |
|---|---|
| Citations per year | 0,39 |
| Citation span | 1988 - 2025 (38) |
| Citation velocity | recent |
| Highly cited | No |
| Citation types | Neutral: 15 |