Public Sector Compensation in Times of Austerity [electronic resource].
Publishing, OECD.
Organisation for Economic Co-operation and DevelopmentCorporate Author
Organisation for Economic Co-operation and DevelopmentContributor
Paris : Organisation for Economic Co-operation and Development,
2012.
Austerity drives are leading governments to reduce operational cuts through the wage bill and staffing levels. A big lesson from past experience suggests that when pay cuts and freezes are necessary, it is essential to assess the savings relative to the costs - the loss of institutional knowledge if key contributors retire or resign, the time lost by managers and employees who have to deal with the issues related to vacancies and reorganizations, the lost productivity while people acquire new skills and learn new jobs, and the falloff in performance among employees who become discouraged or un
Description based upon print version of record.
Foreword; Table of contents; Preface; Executive summary; Compensation management in a changing world; Trends in the post "New Public Management" era; Compensation planning decisions; Lessons from past experience; Current trends in the compensation of public employees in OECD countries; Introduction; The fiscal consolidation imperative; Plans to reduce payroll and labour costs; Comparing compensation in selected public sector occupations; Compensation cuts may produce workforce management challenges; Conclusion; Note; References; Public sector compensation management in a changing world
IntroductionGovernment compensation programmes are at a crossroads; The purpose of compensation; Controlling payroll costs is key to managing the total compensation package; Developing accurate job descriptions to establish appropriate salary levels; Balancing internal and market considerations; The growth of knowledge jobs has led to greater individualised pay; Downsizing, restructuring and salary management; Best practices in compensation management; Conclusion; Notes; References; Managing compensation in a post "New Public Management" era; Introduction
The need for change in compensation managementThe use of pay bands to manage salaries; The highest hurdle - transitioning successfully to performance-related pay; The new importance of the market factor in retaining talent; Compensating public managers effectively; Pay and gender equity; Conclusion; Notes; References; Policies and practices governing public sector compensation planning; Introduction; The compensation data available; Collective bargaining and salary planning; Considerations in using labour market surveys to inform salary planning
Concerns in using inflation data to adjust salariesHow to allocate amounts for salary adjustments; Planning and managing additional payments: allowances and bonuses; Setting the stage for total rewards management; Conclusions; References; Key considerations in reforming the government compensation system; References; Annex A. Extent of union involvement in HRM issues and sources of financial support, 2010; Annex B. Salary negotiations and determination of pay, 2010
Austerity drives are leading governments to reduce operational cuts through the wage bill and staffing levels. A big lesson from past experience suggests that when pay cuts and freezes are necessary, it is essential to assess the savings relative to the costs - the loss of institutional knowledge if key contributors retire or resign, the time lost by managers and employees who have to deal with the issues related to vacancies and reorganizations, the lost productivity while people acquire new skills and learn new jobs, and the falloff in performance among employees who become discouraged or un
Administrative agencies -- Management.
Civil service -- Management.
Organizational change -- Management.
Public administration.