Abstracts: April 13th, 2000

Risher HPublic Personnel Management, (USA), Autumn 1999 Vol 28 No 3

Start page: 323. No of pages: 21

Lists the problems that beset the traditional approach to pay within the US public sector, criticizing its reliance on job hierarchies for being inimical to teamworking, bureaucratic and for overemphasizing salary grade change, rather than competence, as the main vehicle for salary increases. Describes a new approach based on broad banding, illustrating it by showing how it works in Charlotte, North Carolina. Indicates the main differences between broad banding and the old approach. Sees the market focus of broad banding as being one of its main advantages, discussing why public sector pay needs to be linked more to the market rates for the job. In addition to broadbanding, sets out the advantages of introducing pay-for-performance and, focusing on merit pay and gainsharing, considers how to introduce such plans successfully. Underlines the need to ensure that employees accept the change to the new approach, listing the ways in which beliefs about pay need to be shifted and indicating the human resource department’s role in achieving this.

Subject(s): REMUNERATION, PAY STRUCTURES, PERFORMANCE-RELATED PAY, PUBLIC SECTOR, JOB EVALUATION, IMPLEMENTATION, USA

Database: HRMA: Human Resource Management Abstracts PS: Public Sector

Management RMI: Rapid Management Intelligence

Style: Theoretical with application in practice

ISSN: 0091-0260. Reference: 28BB296

Reproduced by permission of Anbar Management Intelligence http://www.anbar.co.uk/management/home.htm