SavedAdd your journal

Journals / Sosyoekonomi / 2008 / Cilt: 8 - Sayı: 8

The New Pay System Requires Encouraging and Performance-oriented leaders: Experiences of performance related pay in three Finnish State Government Organizations

Kirsi LÄHDESMÄKI
Pages
—
Publication Date
2008-12-01
DOI
—
🏛️Bibliographic metadata and full text access for this article are provided via DergiPark.
DergiPark Record ↗
✨

AI Summary & Key Takeaways

AI Insight
⚡ TL;DR(Too Long; Didn't Read)

As a coach the supervisor helps subordinates constantly reaching better results.

📌 3 Key Takeaways

🎯
Objective & Hypothesis:Performance related pay (PRP) intends to make the civil service perform better.
📊
Key Findings & Data:PRP can help improve performance when it is applied properly in the right managerial context.
💡
Conclusion & Impact:As a coach the supervisor helps subordinates constantly reaching better results.
🔬Design:Research Article
📍Scope:Comprehensive Sample
⚙️Variables:Domain Parameters

Abstract

Performance related pay (PRP) intends to make the civil service perform better. It can foster individual motivation by recognizing efforts and achievements and rewarding them. PRP can help improve performance when it is applied properly in the right managerial context. In this article the PRP is viewed as a management tool. The leader is expected to facilitate change and adaptation for result-orientated culture, and to discuss about work performance and results. The leader should also create an improved employee-manager dialogue and a climate that supports organizational and individual learning. As a coach the supervisor helps subordinates constantly reaching better results.

Özet

Performance related pay (PRP) intends to make the civil service perform better. It can foster individual motivation by recognizing efforts and achievements and rewarding them. PRP can help improve performance when it is applied properly in the right managerial context. In this article the PRP is viewed as a management tool. The leader is expected to facilitate change and adaptation for result-orientated culture, and to discuss about work performance and results. The leader should also create an improved employee-manager dialogue and a climate that supports organizational and individual learning. As a coach the supervisor helps subordinates constantly reaching better results.

🔖

Cite This Article

LÄHDESMÄKI, K. (2008). The New Pay System Requires Encouraging and Performance-oriented leaders: Experiences of performance related pay in three Finnish State Government Organizations. Sosyoekonomi, Cilt: 8 - Sayı: 8. https://ajindex.com/articles/139750

📄 Full Text PDF Viewer

📄

PDF görüntüleyici hazırlanıyor...

References (8)

  1. Behn, Robert E. (1995), “The Big Questions of Public Management”, Public Administration Review, July/August 1995, Vol. 55, No. 4, pp. 313–324.
  2. Baroukh, Nader & Kleiner, Brian H. (2002), “Recruitment and Training of Public Servants”, Management Research News, Vol. 25, No. 3. Boyatzis, Richard E. (1992), “Building on Competence: The Effective Use of Managerial Talent”, In: Human Resource Strategies, Edited by: Salaman, Cameron, Hamblin, Iles, Mabey & Thompson, London: Sage Publications. Brewer, Gene, Sally Coleman Selden & Rex L. Facer (2000), “Individual Conceptions of Public Service Motivation”, Public Administration Review, May/June, Vol. 60, No. 3, pp. 254–264.
  3. Denhardt, Robert B. & Denhardt, Janet Vinzant (2000), ”The New Public Service: Serving Rather Than Steering”, Public Administration Review, Nov/Dec 2000, Vol. 60, No: 6, pp. 549–559.
  4. Dickson, Robert (1995), “Culturing Personal Leadership”, CMA Magazine, Vol. 69, Nr. 1, pp. 10–14.
  5. Hondeghem, Annie & Vandermeulen, Filip (2000), “Competency Management in the Flemish and Dutch Civil Service”, The International Journal of Public Sector Management, Vol. 13, No. 4, pp. 342–353.
  6. Ingraham, Patricia Wallace & Selden, Sally Coleman & Moynihan, Donald P. (2000), “People and Performance: Challenges for the Future Public Service – the Report from the Wye River Conference”, Public Administration Review, January/February 2000, Vol. 60, No. 1, pp. 54–60.
  7. Kiikka, Jarmo (2002), “Tulosjohtamisen ja tulospalkkauksen vaikutus henkilöstön työmotivaatioon: Tutkimuskohteina Poliisi ja puolustusvoimat”, (Management by results and performance-related pay in employee’s motivation), Acta Universitatis Lappoensis, 48, Rovaniemi. Lahti, Carita & Tarumo, Saara & Vartiainen, Matti (2004), Palkkausjärjestelmien Kehittäminen, Helsinki: Edita Publishing Oy. Lähdesmäki, Kirsi (2003), “New Public Management ja julkisen sektorin uudistaminen” (New Public Management and reforming public sector management), Acta Wasaensia, No 113, University of Vaasa. Lähdesmäki, Kirsi (2006), “Lupa olla esimies”. Vaasa: Valtionhallinnon uusi palkkausjärjestelmä johtamisen välineenä, (Permission to lead: the New Pay System as a means of leadership in state government organizations), Proceedings of the University of Vaasa, Research Papers: 272, Vaasa. Management Development Review (1997), “Leadership is … something to be shared by everyone”, Vol. 10, No. 4,, 28.12.2007.
  8. Ministry of Finance (2007), Management Agreements and Performance Bonuses, Ministry o