Performance management in the APS: A strategic framework

MAC

The Management Advisory Committee (MAC) is a forum of Secretaries and Agency Heads established under the Public Service Act 1999 to advise the Australian Government on matters relating to the management of the Australian Public Service

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Management Advisory Committee

Performance Management in the Australian Public Service (APS) is the use of interrelated strategies and activities to improve the performance of individuals, teams and organisations.

Performance Management is an essential tool that is relevant at all levels in all APS agencies. It provides a means to improve organisational performance by linking and aligning individual, team and organisational objectives and results. It also provides a means to recognise and reward good performance and to manage under-performance.

This report provides:

an outline of performance management in the APS
a model of environmental factors shaping performance management systems
key elements of good practice and implementation of performance management in the public sector
a checklist for design and review

The report is the first of the Management Advisory Committee, a forum of Secretaries and Agency Heads established under the Public Service Act 1999 to advise Government on matters relating to the management of the Australian Public Service.

For public sector executives, managers and human resource practitioners, this report provides a summary of current performance management as well as identifying good practice, emerging trends and issues.

Foreword

Executive summary

1 Performance management - definition and rationale

1.1 Objectives and methodology
1.2 Performance management - what is it and why does it matter?
1.3 The current drivers of performance management in the public sector
1.4. Comparison with the private sector

2 What works - some lessons and some directions

2.1 Alignment - establishing performance management systems which work with the texture of an organisation
2.2 Credibility - establishing performance management systems which engage people
2.3 Integration - establishing performance management systems as part of organisational planning
2.4 Evolving trends
2.5 Conclusion

3 Performance assessment and feedback

3.1 Issues in reviewing organisational performance
3.2 Measuring individual performance
3.3 Performance feedback
3.4 Conclusion

4 Approaches and trends in rewards and recognition

4.1 Performance-based remuneration
4.2 Recognising and rewarding teams
4.3 Other rewards and recognition
4.4 Conclusion

5 Implications for the APS environment and APS values

5.1 Getting the balance right - managing the performance of behaviours or outcomes?
5.2 A career-based service?
5.3 Service-wide values
5.4 Conclusion

Case studies from selected Australian Public Service agencies

List of agencies interviewed

Contributors

Performance management in the APS: A strategic framework

Management Advisory Committee

Contents