National Security Personnel System: An Optimization Strategy for Implementing Pay-for-Performance.

摘要

The National Security Personnel System, as published in the Federal Register, became effective November 28, 2005. One of goals of the NSPS is to provide a contemporary payroll system, more capable of fully rewarding Department of Defense employees. It will do this by linking pay to performance. However, while pay-for-performance seems to work well in demonstration projects, it has potential to precipitate unwanted attrition, create anxiety within the workforce, and erode employee trust. This paper begins by examining the goals of pay-for- performance and Government Accounting Office (GAO) reports on the results of recent pay-for-performance demonstration projects. It examines the tenets of organizations with successful pay-for- performance plans and provides evidence that pay-for-performance can achieve its desired results, even within a concept that, on the surface, seems to reward competition within groups. Ultimately, the paper provides key strategic concepts for managers to focus their efforts while implementing pay-for-performance managing cultural change and maintaining effective communication and employee trust. While these concepts may not appear to be particularly groundbreaking, they have great potential to be underemphasized given managements competing priorities.