The modern pay forperformance scheme builds upon a

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Unformatted text preview: f extrinsic pay-for-performance schemes exists. The modern pay-forperformance scheme builds upon a base-pay system. The salary or wage put "at risk" is such to encourage or motivate the worker without jeopardizing his or her basic financial security. One can address overall individual performance or specific instances; focus can be on group performance at the organizational or team level. Individual systems based on merit pay step increases; annuities, bonuses, and suggestion awards as well as skill- or competency-based approaches abound. In addition group or organization rewards are the focus of gain or goal sharing programs. Performance appraisal systems are the trigger instrument for operationalizing pay-for-performance. The individual performance rating is used to determine which employees are eligible for individual and group awards as well 11 as the amount of reward an individual is entitled to. Pay for performance is not widely practiced in the public sector. Similar to most other public organizations, counties in North Carolina have not linked their missions to their compensation systems. METHODS This paper analyzes data from a survey of county Department of Social Services employees in North Carolina conducted in spring 2000. It was conducted under a contract from the North Carolina Department of Health and Human Services to assess the effectiveness of the support provided by the state of North Carolina to county departments. Each county Social Service director, as well as each supervisor from adult services, work first, child welfare, and child services were asked to complete the survey. In addition, a proportional sample of staff in each county based on estimated county population for July 1, 1999, were asked to complete the survey. A total of 100 directors, 500 supervisors, and 800 staff were sent survey instruments. The response rate included a total of 672 persons (48 percent) responded from 77 of the 100 counties. The survey adapted the twenty-one items (grouped into seven indices --internal career ladders, formal training systems, results-oriented performance appraisal, employment security, employee voice/participation, broadly defined jobs, and performance-based compensation) employed by Delery and Doty (1996) that addre...
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This document was uploaded on 02/16/2014 for the course G g at National Institute of Technology, Calicut.

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