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.
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
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.
- Spring '14