Public Sector Human Resource Practices to Drive Performance

Vista sencilla de ítem
dc.creatorPierskalla, Jan Henryk
dc.creatorManning, Nick
dc.creatorHasnain, Zahid
dc.date2016-11-29T22:43:29Z
dc.date2016-11-29T22:43:29Z
dc.date2012-10
dc.date.accessioned2026-07-01T00:51:48Z
dc.descriptionMany Governments wrestle with the issue of designing an appropriate set of human resource practices to motivate public servants to perform. Identifying the right set of practices for the public sector is a source of some controversy, and passions run high particularly in relation to the use of monetary incentives, often referred to as performance-related pay or performance based pay. This GET note reviews recent research on a range of practices Governments utilize to drive employee performance, which rest on the assumptions that public servants are motivated in two ways: (i) ‘intrinsically’ (i.e. internal factors motivated by ‘the right thing to do’), and (ii) ‘extrinsically’ (i.e., external validation from rewards offered by others). Generally, a Human Resource Management (HRM) system designed to motivate employee performance will utilize practices in two broad categories related to: (i) ‘external incentives’ (e.g., financial incentives), and (ii) ‘opportunities to perform’ focusing on ‘intrinsic’ factors (i.e. self-directed work). Within ‘external incentives,’ a financial incentive may either act over the long term (e.g., deferred compensation) or in the short term (e.g., performance-related pay). This note applies this conceptual framework to more clearly understand the range of practices Governments are using to improve staff performance, as well as the pre-conditions for their success. Given the recent attention on performance-related pay, we take a deeper look at the evidence underlying the shorter term performance-related pay, reviewing evidence from both OECD and middle income countries. Annex one provides a brief overview on the theories of motivation for those interested in the theoretical underpinnings of the work, and annex two presents’ experiences of performance pay in practice. This Note draws heavily from performance-related pay in the public sector: A review of theory and evidence (Hasnain and others 2012), a recent review of the literature in fields including political science, public administration, business management, and psychology.
dc.formatapplication/pdf
dc.formattext/plain
dc.identifierhttp://documents.worldbank.org/curated/en/930881467998212918/Public-sector-human-resource-practices-to-drive-performance
dc.identifierhttps://hdl.handle.net/10986/25489
dc.identifierhttps://doi.org/10.1596/25489
dc.identifier.urihttp://hdl.handle.net/123456789/412119
dc.languageEnglish
dc.languageen_US
dc.publisherWorld Bank, Washington, DC
dc.relationGET Note;
dc.rightsCC BY 3.0 IGO
dc.rightshttp://creativecommons.org/licenses/by/3.0/igo/
dc.rightsWorld Bank
dc.subjectSKILLS
dc.subjectEMPLOYMENT
dc.subjectRISKS
dc.subjectPROFESSIONAL STAFF
dc.subjectMOTIVATION
dc.subjectEQUIPMENT
dc.subjectPERSONALITY
dc.subjectPRODUCTION
dc.subjectPOLITICS
dc.subjectRETIREMENT
dc.subjectINFORMATION TECHNOLOGY
dc.subjectINCOME
dc.subjectPSYCHOLOGY
dc.subjectTAXONOMY
dc.subjectCOMMUNITY HEALTH
dc.subjectINFORMATION
dc.subjectMONITORING
dc.subjectHEALTH CARE
dc.subjectPOLITICAL ECONOMY
dc.subjectGOVERNMENT NETWORKS
dc.subjectMENU
dc.subjectCERVICAL CANCER
dc.subjectHUMAN RESOURCE MANAGEMENT
dc.subjectEFFECTS
dc.subjectINCENTIVES
dc.subjectHEALTH
dc.subjectLABOR ECONOMICS
dc.subjectSERVANTS
dc.subjectTIME PERIOD
dc.subjectHYPERTENSION
dc.subjectMANAGEMENT SYSTEMS
dc.subjectPILOT PROJECT
dc.subjectREGISTRY
dc.subjectPUBLIC HEALTH
dc.subjectKNOWLEDGE
dc.subjectINSTITUTIONS
dc.subjectHUMAN RESOURCE
dc.subjectDIABETES
dc.subjectLABOR MARKET
dc.subjectMATHEMATICS
dc.subjectTRAINING
dc.subjectIMMUNIZATION
dc.subjectMORAL HAZARD
dc.subjectPATIENT
dc.subjectPATIENTS
dc.subjectADJUSTMENT
dc.subjectSMOKING
dc.subjectINTERVENTION
dc.subjectOUTPUTS
dc.subjectRELATIONSHIPS
dc.subjectLABOR UNIONS
dc.subjectTARGETS
dc.subjectABILITY
dc.subjectPRODUCTIVITY
dc.subjectPRINCIPAL-AGENT RELATIONSHIPS
dc.subjectNEEDS
dc.subjectORGANIZATIONS
dc.subjectHUMAN RESOURCES MANAGEMENT
dc.subjectLINKS
dc.subjectLEARNING
dc.subjectSTANDARDS
dc.subjectLABOR
dc.subjectWORK ENVIRONMENT
dc.subjectORGANIZATIONAL PERFORMANCE
dc.subjectSOCIAL DEVELOPMENT
dc.subjectGENERAL PRACTICE
dc.subjectCAPABILITIES
dc.subjectEFFICIENCY
dc.subjectMANAGERIAL DISCRETION
dc.subjectTECHNOLOGY
dc.subjectINCENTIVE PROBLEMS
dc.subjectBELIEFS
dc.subjectRECOGNITION
dc.subjectWORKERS
dc.subjectINSPECTION
dc.subjectWAGES
dc.subjectPOLICIES
dc.subjectSCIENCE
dc.subjectPATIENT SATISFACTION
dc.subjectTIME FRAME
dc.subjectRESULTS
dc.subjectVALUE
dc.subjectHEALTH POLICY
dc.subjectEMPLOYMENT SECURITY
dc.subjectGOVERNMENT EMPLOYEES
dc.subjectNETWORKS
dc.subjectEFFORT
dc.subjectINTRINSIC MOTIVATION
dc.subjectLABOR RELATIONS
dc.subjectPRIVATE SECTOR
dc.subjectCAREERS
dc.subjectNUTRITION
dc.subjectECONOMICS
dc.subjectMANAGEMENT
dc.subjectADMINISTRATION
dc.subjectINSURANCE
dc.subjectRESULT
dc.subjectPHYSICIANS
dc.subjectINTERESTS
dc.subjectTHEORY
dc.subjectSECURITY
dc.subjectDISMISSAL
dc.subjectLICENSES
dc.subjectCREATIVITY
dc.subjectBUSINESS
dc.subjectNETWORK
dc.subjectRISK
dc.subjectHUMAN RESOURCES
dc.subjectISOLATION
dc.subjectCONTRACTING
dc.subjectPERFORMANCE
dc.subjectPUBLIC ADMINISTRATION
dc.subjectFLEXIBLE WORKING HOURS
dc.subjectINSPECTIONS
dc.subjectRETENTION
dc.subjectEXTRINSIC INCENTIVES
dc.subjectEXPERIENCE
dc.subjectATTENTION
dc.subjectINNOVATION
dc.subjectINSTITUTION
dc.subjectWORKING HOURS
dc.subjectTURNOVER RATES
dc.subjectSMOKING CESSATION
dc.subjectFAMILIES
dc.subjectPROFITS
dc.subjectHOSPITALS
dc.subjectOUTCOMES
dc.subjectSAFETY
dc.subjectIMPLEMENTATION
dc.subjectHEALTH SERVICES
dc.subjectTARGET
dc.subjectADVERSE SELECTION
dc.titlePublic Sector Human Resource Practices to Drive Performance
dc.typeBrief
dc.typeFiche
dc.typeResumen

Archivos

Colecciones

AgroKnow