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Creating a Perfomance Culture?: Performance-Based Pay in the Australian Public Service

Author

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  • O'Donnell, M.

Abstract

The paper provides a critical analysis of the operation of performance-based pay in the Australian Public Service (APS) from 1992 to 1996 and questions the desire by the Federal Coalition Government for 'further experimentation' with such managerial incentives. The paper argues that the performance agreements underpinning performance-based pay were unable to adequately measure the performance of senior officers undertaking policy work, while the appraisal reviews of these agreements failed, on-the-whole, to increase performance feedback between supervisors, and senior officers.

Suggested Citation

  • O'Donnell, M., 1997. "Creating a Perfomance Culture?: Performance-Based Pay in the Australian Public Service," Papers 113, The University of New South Wales. Department of Industrial Relations..
    • Handle: RePEc:fth:nswair:113
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    More about this item

    Keywords

    PUBLIC SECTOR ; AUSTRALIA ; PRODUCTIVITY;
    All these keywords.

    JEL classification:

    • J31 - Labor and Demographic Economics - - Wages, Compensation, and Labor Costs - - - Wage Level and Structure; Wage Differentials
    • J45 - Labor and Demographic Economics - - Particular Labor Markets - - - Public Sector Labor Markets

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