Pay for Performance : Evaluating Performance Appraisal and Merit Pay.

Pay for Performance -- Copyright -- Contents -- Preface -- Executive Summary -- THE CHARGE -- THE NATURE OF THE EVIDENCE -- PERFORMANCE APPRAISAL -- The Measurement Tradition: Findings -- The Applied Tradition: Findings -- Conclusions -- PERFORMANCE-BASED PAY SYSTEMS -- Finding -- Conclusion -- THE IMPORTANCE OF ORGANIZATIONAL CONTEXT -- IMPLICATIONS FOR FEDERAL POLICY -- 1 Introduction -- PAY FOR PERFORMANCE: A FIELD GUIDE -- Merit Pay -- Variable Pay -- ISSUES -- PLAN OF THE REPORT -- 2 The History of Civil Service Reform -- THE CONTEXT AND THEORY OF CIVIL SERVICE REFORM -- Evolution of the Federal Merit System -- Federal Management Strategies and Civil Service Reform -- THE CIVIL SERVICE REFORM ACT OF 1978 -- The Senior Executive Service -- Performance Appraisal -- Merit Pay -- Federal Employee Expectations About the Reform -- Performance Appraisal -- Merit Pay -- The Record -- The Merit Pay System -- The Performance Management and Recognition System -- IMPLICATIONS -- 3 The Nature of the Evidence -- THE DIVERSITY OF RELEVANT THEORIES AND METHODS -- THE EVIDENCE -- EVIDENTIARY CHALLENGES -- Criteria for Gauging the Effectiveness of Personnel Practices -- Validity and Reliability -- Sources and Quality of Available Data -- Determinants Versus Consequences -- Attributing Causality -- IMPLICATIONS -- 4 Performance Appraisal: Definition, Measurement, and Application -- INTRODUCTION -- PERFORMANCE APPRAISAL AND THE MEASUREMENT TRADITION -- The Domain of Job Performance -- Dimensions of Job Performance -- Descriptions of Managerial Performance -- Implications -- Psychometric Properties of Appraisal Tools and Procedures -- Approaches to Appraisal -- Scale Formats -- Validity -- Interrater Reliability -- Implications -- RESEARCH ON PERFORMANCE APPRAISAL APPLICATION -- Performance Appraisal and Motivation.

Approaches to Increasing the Quality of Rating Data -- Rater Training -- Behaviorally Based Rating Scale Design -- Rating Sequence -- Implications -- Context: Sources of Rating Distortion -- FINDINGS -- Job Analysis -- Managerial Performance -- Psychometric Properties -- GAPS IN EXISTING RESEARCH -- 5 Pay for Performance: Perspectives and Research -- PAY FOR PERFORMANCE PLANS: A FIELD GUIDE -- PAY FOR PERFORMANCE: RESEARCH FINDINGS -- Motivating Employee Performance -- Individual Incentive Plans -- Merit Pay Plans -- Group Incentive Plans -- Summary -- Employee Attraction and Retention -- Fair Treatment and Equity -- Regulating Costs and Making Trade-Offs -- PAY FOR PERFORMANCE: RESEARCH FINDINGS AND THEIR IMPLICATIONS FOR THE FEDERAL GOVERNMENT -- 6 Private-Sector Practice and Perspectives -- PERFORMANCE APPRAISAL: CURRENT PRACTICE AND EMERGING TRENDS -- General Trends in Performance Appraisal -- Prevalence, Distribution, and Objectives -- Design Characteristics -- Administration Characteristics -- Measures of Success -- Richer Detail on Performance Appraisal Practices -- The Performance Appraisal Process -- How Performance Appraisal Ratings Are Used for Pay Allocations -- Fit With Organization Culture and Personnel Practices -- Convergence/Divergence Between Research and Practice -- MERIT AND VARIABLE PAY PLANS: CURRENT PRACTICE AND EMERGING TRENDS -- General Trends in Merit and Variable Pay Practice -- Prevalence, Distribution, and Objectives -- Plan Design Characteristics -- Plan Administration Characteristics -- Measures of Plan Effectiveness -- Richer Detail on Merit Pay Plan Practices -- Convergence Between Research and Practice -- PRIVATE-SECTOR PRACTICE: CONCLUSIONS AND THEIR IMPLICATIONS FOR THE FEDERAL GOVERNMENT -- 7 The Importance of Context -- TECHNOLOGICAL FIT: THE NATURE OF THE ORGANIZATION'S WORK -- BROADER ORGANIZATIONAL FACTORS.

Organization Strategy, Goal Clarity, and Cohesiveness -- Organizational Structure, Management Systems, and Size -- Structure and Management Systems -- Size -- Work Force Climate and Employee-Management-Labor Relations -- ENVIRONMENTAL FACTORS -- Economic Pressures and Growth -- Unions and Professional Associations -- Laws and Regulations Governing Personnel -- FINDINGS -- 8 Findings and Conclusions -- I. THE SCIENCE AND PRACTICE OF PERFORMANCE APPRAISAL -- The Measurement Tradition -- Research on Job Analysis -- Findings: Job Analysis -- Conclusions: Job Analysis -- Research on Psychometric Properties -- Reliability -- Findings: Reliability -- Validity -- Findings: Validity -- Scale Characteristics -- Findings: Rating Format -- Finding: Job-Specific Versus Global Ratings -- Finding: Number of Scale Points or Anchors -- Conclusion: Psychometric Properties -- The Applied Tradition -- Performance Appraisal and Motivation -- Findings: Performance Appraisal and Motivation -- Approaches to Increasing Rating Quality -- Finding: Increasing Rating Quality -- Sources of Rating Distortion -- Findings: Sources of Rating Distortion -- Findings From Practice -- PERFORMANCE APPRAISAL: OVERALL FINDINGS -- Findings: Quality of the Instrument -- Findings: Costs of Psychometric Sophistication -- PERFORMANCE APPRAISAL: OVERALL CONCLUSION -- II. PERFORMANCE-BASED PAY SYSTEMS -- EVIDENCE FROM RESEARCH -- Employee Motivation -- Findings: Employee Motivation -- Finding: Attraction and Retention -- Fairness and Equity -- Findings: Fairness and Equity -- Regulating Labor Costs -- Findings: Regulating Labor Costs -- FINDINGS FROM PRACTICE -- PERFORMANCE-BASED PAY SYSTEMS: OVERALL FINDINGS AND CONCLUSIONS -- Findings: Individual Performance -- Conclusion: Individual Performance -- Finding: Organizational Performance -- III: THE IMPORTANCE OF CONTEXT -- Overall Findings.

Technological Fit -- Organizational Structure and Culture -- External Forces -- IV. IMPLICATIONS FOR FEDERAL POLICY -- CONCLUSIONS -- References -- Appendixes -- A Survey Descriptions -- B Biographical Sketches -- Index.

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Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2024. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.