Ohio Administrative Code › Title 3341 - Bowling Green State University › Chapter 3341-5 - Administrative Staff Policies › Section 3341-5-05 - Administrative staff performance-based merit system

Current through
			 all regulations passed and filed through July 1, 2024
(A)
								Policy statement
			 and purpose
To set out the rules for the merit
				based compensation review of administrative staff.
(B)
								Policy
A number of important principles must
				form the foundation for an effective performance appraisal process and for the
				equitable distribution of salary increment awards. A performance-based merit
				system for awarding employee salary increases provided such a system is fair,
				equitable, and firmly grounded on these principles. Merit means a salary
				increment that is allotted for performance of duties that meets or exceeds unit
				expectations. The following principles underlie an effective performance-based
				merit system:
(1)
									An effective merit system should promote employee
			 recruitment and retention, adequately reward conscientious performance of
			 normal duties and responsibilities, and provide incentives that encourage
			 distinguished, innovative and creative achievements to meet unusual challenges
			 and opportunities when they arise.
(2)
									A salary system
			 should be designed to promote internal salary equity (based upon the
			 administrative staff compensation plan) as well as external salary equity
			 (based upon salary comparisons among individuals in similar positions from
			 similar universities, colleges or departments). The institution should monitor
			 and ensure that employee salaries continue to be commensurate with individual
			 employee's skills, abilities, and experience.
(3)
									A
			 performance-based merit system may include a component of peer-review when
			 appropriate. Appropriateness will be determined by and subject to review and
			 approval of the president or area vice president.
(4)
									A
			 performance-based merit system should engender the type, quantity, and quality
			 of performance that contributes to the achievement of institutional and unit
			 missions and goals. The reward system also needs to account for a variety of
			 ways that an employee may support these missions and goals.
(5)
									A
			 performance-based merit system needs to establish a clear connection between
			 employee performance and reward. Meritorious performance should be rewarded in
			 tangible ways. A department or unit must clearly identify the normal
			 expectations and performance standards that are expected of all staff. Through
			 this process, indicators must be identified for performances that fall below
			 standard expectations for merit as well for those types of achievements that
			 surpass the unit's standard expectations.
(6)
									The performance
			 appraisal process should provide employees with constructive comments that
			 enable them to develop professionally and make improvements in
			 performance.
(7)
									A performance-based merit system must avoid
			 trivializing the system by spreading merit too thinly and thus minimizing the
			 impact of any incentive awards given.
(8)
									Even the best
			 annual review systems may produce salary inequities or may fail to
			 appropriately reward contributions or performances spread over longer periods
			 of time. Thus, an annual merit review system needs to be supplemented by
			 periodic five-year comprehensive reviews on a rotating
			 schedule.
(9)
									A performance-based merit or salary reward system
			 should foster cooperation among staff, should reward individuals for
			 collaborative efforts and should generate wide support and general satisfaction
			 on the university campus.
(10)
									Both the
			 performance-based merit system and the performance appraisal process will be
			 reviewed annually by administrative Staff (counsel, which will make
			 recommendations for modification as appropriate.