Impact of Performance Appraisal Justice on the Effectiveness of Pay-for-Performance Systems After Civil Service Reform

Kim, Jungin

doi:10.1177/0091026016644625

Cited by 24 publications

(30 citation statements)

References 55 publications

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“…Kim and Rubianty (2011) determined that perceptions of procedural fairness were associated with intrinsic motivation. Kim (2016) found that perceived unfairness in performance appraisal, especially a perceived lack of clarity in appraisal criteria and politicization of the appraisal process, had a significant relationship with the performance-based pay system's effectiveness. or improving/evaluating system performance).…”

Section: Acqdemo's Resource-intensive Naturementioning

confidence: 99%

2016 Assessment of the Civilian Acquisition Workforce Personnel Demonstration Project

Lewis¹,

Werber²,

Wright³

et al. 2017

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This document and trademark(s) contained herein are protected by law. This representation of RAND intellectual property is provided for noncommercial use only. Unauthorized posting of this publication online is prohibited. Permission is given to duplicate this document for personal use only, as long as it is unaltered and complete. Permission is required from RAND to reproduce, or reuse in another form, any of its research documents for commercial use. For information on reprint and linking permissions, please visit www.rand.org/pubs/permissions.The RAND Corporation is a research organization that develops solutions to public policy challenges to help make communities throughout the world safer and more secure, healthier and more prosperous. RAND is nonprofit, nonpartisan, and committed to the public interest.RAND's publications do not necessarily reflect the opinions of its research clients and sponsors.Support RAND Make a tax-deductible charitable contribution at www.rand.org/giving/contribute www.rand.org For more information on this publication, visit www.rand.org/t/RR1783Library of Congress Cataloging-in-Publication Data is available for this publication.ISBN: 978-0-8330-9731-6 Published by the RAND Corporation, Santa Monica, Calif. © Copyright 2017 RAND CorporationR® is a registered trademark.iii PrefaceIn August 2015, René Thomas-Rizzo, director, Human Capital Initiatives, Office of the Under Secretary of Defense (OUSD) for Acquisition, Technology, and Logistics (AT&L), asked the RAND Corporation to undertake a study to accomplish the fiscal year (FY) 2016 Civilian Acquisition Workforce Personnel Demonstration Project (AcqDemo) assessment mandated in the National Defense Authorization Act (NDAA) of FY 2011. The assessment used multiple data sources-both quantitative and qualitative, both objective-and perception-based-to evaluate AcqDemo using the original 12 criteria enumerated in the NDAA, as well as five new criteria specified by the AcqDemo Program Office. These criteria call for a look at the following:• AcqDemo's key features pertaining to hiring, appointments, and performance appraisal • the adequacy of its guidance, protections for diversity, efforts to ensure fairness and transparency, and means used to involve employees in improving AcqDemo • AcqDemo's impact on career outcomes, such as compensation, promotion, and retention, particularly with respect to similar outcomes for the General Schedule workforce • AcqDemo's ability to support the acquisition mission.This research should be of interest to U.S. Department of Defense personnel involved with civilian manpower and personnel policy issues and to congressional representatives and staff responsible for AcqDemo project oversight. Some expertise about government civilian personnel management and performance-based personnel systems is presumed.This research was sponsored by Human Capital Initiatives, OUSD for AT&L, and conducted within the Forces and Resources Policy Center of the RAND National Defense Research Institute, a federally funded re...

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Section: Acqdemo's Resource-intensive Naturementioning

confidence: 99%

2016 Assessment of the Civilian Acquisition Workforce Personnel Demonstration Project

Lewis¹,

Werber²,

Wright³

et al. 2017

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“…A pay-forperformance system, when the increase in the civil servant's salary is related to the evaluation of his/her activity, was introduced in the civil service: when the activity is productive, and the results are betterwages increase faster, when performance is worsethey increase slower and when they are unsatisfactorywages do not increase (Brewer and Kellough, 2016). Although this system is considered more flexible, fairer and allowing for a better link between the salary of a civil servant with his performance results and motivation compared to the traditional one (Willems, Janvier and Henderickx, 2006;Rosen, 2007;Myers, 2008;Houston, 2009;Kim, 2016), however, due to the specifics of civil service activities, their complexity and multi-functionality, limited possibilities to assess the contribution of a single public civil servant to a joint activity as well as the results or their absence, the application of the pay-for-performance system in the civil service is complex, expensive, uncertain and difficult to apply (Perry, Mesch and Paarlberg, 2006;Langbein, 2010;Walther, 2015;Brewer and Kellough, 2016). According to D. Bossaert, Ch.…”

Section: Monetary Incentivesmentioning

confidence: 99%

Motivational Incentives of Civil Servants in Lithuanian Municipalities

Druskienė¹,

Šarkiūnaitė²

2018

PPAdm

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Effective public management cannot be imagined without an efficiently functioning civil service apparatus. It is often stated that people working in the civil service are driven by idealistic motives, however, to ensure the implementation of the state's objectives, the efficiency and quality of civil servant activities, adequate motivational incentives of civil servants are necessary. The article analyzes theoretical and analytical aspects of the motivational incentives of civil servants: the concept of incentives for civil servants, their value and typology, empirical level of investigation and the experience in the motivation of civil servants at the level of the local government. Theoretical and analytical analysis revealed that the motivation system for civil servants must be balanced, based on the combination of monetary, moral, political, normative and emotional stimuli as well as responding to the motives of civil servants and increasing their job satisfaction. The results of the research showed that the civil servants in Lithuanian municipalities are mostly motivated by moral and normative, and less often by political and monetary incentives. Institutions mostly focus on the willingness of civil servants to contribute to the creation of a society's well-being, to carry out their duty to the public and to serve as well as loyalty and commitment to the institution and promotion of personal development. The study highlighted the importance of the management and direct management in motivating civil servants.DOI: http://dx.doi.org/10.5755/j01.ppaa.17.3.21952

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“…The supervisor has the duty of translating the observable features in an employee workplace administration to judgmental ratings relevant and comparable across the organizations. Kim (2016), presented a study titling the effect on performance evaluation system implied to civil service performance to have a better pay. The study targeted human resource directors in the United States after civil reforms in performance appraisal of 30 state agencies.…”

Section: Literature Reviewmentioning

confidence: 99%

“…Employee productivity has been assessed in various studies to be affected by a number of factors. Kim (2016) noted that the level of performance evaluation influenced productivity in employees. The evaluation of employees was therefore encouraged, but caution was advised on evaluation as extreme measures of evaluation were found to border micro-management of employees that led to demotivation of employees.…”

Section: Performance Feedback and Employee Productivitymentioning

confidence: 99%

Performance Management Practices and Employee Productivity at State Department of Labour, Kenya

Carol¹,

Florah²

2019

IJBHT

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Performance Management practices are significant in the assessment of the total production by an organization. It is critical to evaluate each employee's skills and knowledge, to secure increased productivity in the work place that reverberates to achieve organizational goals. Similarly, the feedback for performance of employee is significant in learning as well as ensuring that the employees understand the required standards, as compared to his or her performance. This study assessed the effect of performance management practices on employee productivity at the State department of Labour. The performance management practices were comprised of employee's appraisal as well as provision of feedback on employee's performance. The study undertook a descriptive research design, where primary data was collected through structured questionnaires on the targeted population of middle and lower level employees. A population of 278 respondents was identified and random stratified sampling was undertaken to come up with a sample size of 68 respondents. 46 questionnaires were answered and returned, which comprised of 67.6% response rate. Data analysis was done by the use of mean, percentages, standard deviation and regression analysis where the effect of independent variables; employee appraisal, and employee performance feedback was determined on employee productivity. The study found that there was a strong positive correlation of both employee appraisal and employees performance feedback on employee productivity. The study therefore recommended that organizations to undertake both appraisal for their employees as well as offer feedback on their performance as it increased the productivity of the employees.

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Impact of Performance Appraisal Justice on the Effectiveness of Pay-for-Performance Systems After Civil Service Reform

Cited by 24 publications

References 55 publications

2016 Assessment of the Civilian Acquisition Workforce Personnel Demonstration Project

2016 Assessment of the Civilian Acquisition Workforce Personnel Demonstration Project

Motivational Incentives of Civil Servants in Lithuanian Municipalities

Performance Management Practices and Employee Productivity at State Department of Labour, Kenya

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