Analysis of OPM's Report on Pay for Performance in the Federal Government - 1980-1982
Author | : United States. General Accounting Office |
Publisher | : |
Total Pages | : 28 |
Release | : 1983 |
Genre | : Performance standards |
ISBN | : |
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Author | : United States. General Accounting Office |
Publisher | : |
Total Pages | : 28 |
Release | : 1983 |
Genre | : Performance standards |
ISBN | : |
Author | : United States General Accounting of Gao |
Publisher | : |
Total Pages | : 30 |
Release | : 2019-03-18 |
Genre | : |
ISBN | : 9781090680891 |
Analysis of OPM's Report on Pay for Performance in the Federal Government: 1980-1982
Author | : United States Accounting Office (GAO) |
Publisher | : Createspace Independent Publishing Platform |
Total Pages | : 28 |
Release | : 2018-05-21 |
Genre | : |
ISBN | : 9781719264181 |
Analysis of OPM's Report on Pay for Performance in the Federal Government: 1980-1982
Author | : U S Government Accountability Office (G |
Publisher | : BiblioGov |
Total Pages | : 32 |
Release | : 2013-06 |
Genre | : |
ISBN | : 9781289100544 |
In response to a congressional request, GAO analyzed an Office of Personnel Management (OPM) report on pay for performance in the federal government. In reviewing the report, GAO compared it with information it developed in a 2-year analysis of merit pay in three government departments. GAO generally disagreed with the OPM conclusions. It found that the studies and analyses OPM cited as the basis for its conclusions were either not current or could not be projected to a government-wide merit pay program. The attitudinal survey used for the OPM study took place before merit pay was fully implemented and the actual merit pay experiences cited by OPM were either from agencies that implemented merit pay a year earlier or from OPM merit pay experience. GAO identified many areas of the merit pay system that need management attention as well as negative employee perceptions and attitudes toward the systems in effect. GAO found that, while merit pay may provide greater rewards for employees rated above average in a particular merit pay pool, these rewards are not always equitable and proportionate when comparing increases between pools. In the agencies which GAO reviewed, 7 percent or fewer employees wanted to retain the merit pay system as implemented. GAO stated that it may take a few more years of operation, evaluation, and adjustment before the positive and negative aspects of a merit pay system and the feasibility of extending it to all federal employees can be adequately determined.
Author | : United States. General Accounting Office |
Publisher | : |
Total Pages | : 24 |
Release | : 1983 |
Genre | : |
ISBN | : |
In response to a congressional request, GAO analyzed an Office of Personnel Management (OPM) report on pay for performance in the federal government. In reviewing the report, GAO compared it with information it developed in a 2-year analysis of merit pay in three government departments. GAO generally disagreed with the OPM conclusions. It found that the studies and analyses OPM cited as the basis for its conclusions were either not current or could not be projected to a government-wide merit pay program. The attitudinal survey used for the OPM study took place before merit pay was fully implemented and the actual merit pay experiences cited by OPM were either from agencies that implemented merit pay a year earlier or from OPM merit pay experience. GAO identified many areas of the merit pay system that need management attention as well as negative employee perceptions and attitudes toward the systems in effect. GAO found that, while merit pay may provide greater rewards for employees rated above average in a particular merit pay pool, these rewards are not always equitable and proportionate when comparing increases between pools. In the agencies which GAO reviewed, 7 percent or fewer employees wanted to retain the merit pay system as implemented. GAO stated that it may take a few more years of operation, evaluation, and adjustment before the positive and negative aspects of a merit pay system and the feasibility of extending it to all federal employees can be adequately determined.
Author | : United States. General Accounting Office |
Publisher | : |
Total Pages | : 24 |
Release | : 1983 |
Genre | : |
ISBN | : |
In response to a congressional request, GAO analyzed an Office of Personnel Management (OPM) report on pay for performance in the federal government. In reviewing the report, GAO compared it with information it developed in a 2-year analysis of merit pay in three government departments. GAO generally disagreed with the OPM conclusions. It found that the studies and analyses OPM cited as the basis for its conclusions were either not current or could not be projected to a government-wide merit pay program. The attitudinal survey used for the OPM study took place before merit pay was fully implemented and the actual merit pay experiences cited by OPM were either from agencies that implemented merit pay a year earlier or from OPM merit pay experience. GAO identified many areas of the merit pay system that need management attention as well as negative employee perceptions and attitudes toward the systems in effect. GAO found that, while merit pay may provide greater rewards for employees rated above average in a particular merit pay pool, these rewards are not always equitable and proportionate when comparing increases between pools. In the agencies which GAO reviewed, 7 percent or fewer employees wanted to retain the merit pay system as implemented. GAO stated that it may take a few more years of operation, evaluation, and adjustment before the positive and negative aspects of a merit pay system and the feasibility of extending it to all federal employees can be adequately determined.
Author | : United States Office of Personnel Management |
Publisher | : CreateSpace |
Total Pages | : 92 |
Release | : 2012-06-29 |
Genre | : Business & Economics |
ISBN | : 9781478162483 |
This handbook is designed for Federal supervisors and employees and presents an eight-step process for developing employee performance plans that are aligned with and support organizational goals. It also provides guidelines for writing performance elements and standards that not only meet regulatory requirements, but also maximize the capability that performance plans have for focusing employee efforts on achieving organizational and group goals. The methods presented here are designed to develop elements and standards that measure employee and work unit accomplishments rather than to develop other measure that are often used in appraising performance, such as measuring behaviors or competencies. Although this handbook includes a discussion of the importance of balancing measures, the main focus presented here is to measure accomplishments. Consequently, much of the information presented in the first five steps of this eight-step process applies when supervisors and employees want to measure results. However, the material presented in Steps 6 through 8 about developing standards, monitoring performance, and checking the performance plan apply to all measurement approaches.~
Author | : United States. Bureau of Alcohol, Tobacco, and Firearms |
Publisher | : |
Total Pages | : 32 |
Release | : 1987 |
Genre | : |
ISBN | : |