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PIPFA Journal Article
mated ways to replace ways these for its obsolete practices. This has linked with the pay for performance
services were provided in the past. increased the ways governments of financial incentives. Also the
Such approach needs to be recon- are going with public-private goals should be agile.
sidered with an ongoing process partnerships more and more. The Rules and regulation should be
by the public sector organizations. talent hunt for the future needs of first developed and then imple-
They should not be part of the the public sector organizations mented. Employees should have a
proclivity towards the orthodox human resource should be clear understanding of the rules
services provided. An approach to planned well in advance. Being governing to the financial benefits.
reduce, eliminate gradually or complex in nature and diverse in Regulation and workload should
impetuous approach should be operations, public sector organiza- be achievable for the employees.
imposed with a salami slicing way tions required the talent of the Ensure that the employees who
of doing things. future how can learn new skills and lack in getting the financial benefits
4. Performance Management adopt them. Ongoing training are trained and motivated to
Systems Sketch. programs are organized well in perform in order to attain the
The system should be designed to advance to reduce the gaps organization goals. Employee’s
evaluate the services delivered by between the desired skills and feedback should not be neglected.
an organization as whole against available resources between the Measurement of the incentives
the benchmarks predetermined or senior management to encourage should be in such a way which can
value for money produced. There a way forward. measure performance of individual
should also be a system to monitor 6. Skills and Expertise. process as well. The performance
the progress of the organization at Skills and expertise of an organiza- of a team should also be measured
least on monthly or quarterly basis tion as a whole and being an as a whole and compared with the
to address the deviation from the individual needs to the modernized performance of other teams as a
norms or the bench marks. Many and aerodynamic. Cost cutting in whole.
organizations depend on the term of monitory and improving Quantifiable outputs should be
output of one and other. Communi- outcome in services day by day measured. Quality indicators may
cation and coordination with one should be on top priority. This be linked with the long term objec-
another has vital importance, this should be a process, culture of an tive. Measurement of the perfor-
not only reduces the performance organization rather than a defined mance indicators should be
but also some times rivalry creates routine process. Investment in the simple.
hindrance to achieve the organiza- literacy of the top management of Performance evaluation should
tion objectives. Public sector public finance managers should be also at level where employee
organization should avoid thinking made prudently, in order to individual performance can be
individually or silo thinking may be enhance their skills which would evaluated. Every employee should
avoided. Cooperation with other be essential in the future and be given equal opportunity to
organizations is vital in achieving would have edge in any organiza- achieve such financial benefits.
the goals. Blame game may be tion.
avoided and out of the box thinking Public sector organizations may Employees should be given equal
should be adopted to ensure that reinvent, exponent and postulate opportunity to achieve the incen-
every department is responsible that less bureaucratic work tives. It should not be necessarily
for value for money and should environment would not only spark that every employee gets every
work under his scope. a towering inventiveness, but more time the benefits. Performance
5. Insights from the Private risk bearing and the return in terms levels could be redirected towards
the organization goals achieve-
Sector. of significant productivity in public ments. Employees should not see
Public Organizations should not be sector organizations. performance incentives as a regu-
limited to out of the box thinking of Driven Rules of Performance lar pay check as a guaranteed
the experience of private sector, Management: amount.
whose cost effective leadership Performance indicators could not
and performance management Financial incentive plans should be foolproof. In such case the indica-
practices can be instructional. developed by senior managers tors needs to be redefined and
There is a greater recognition of keeping in mind segregation of after implementation sharpen to
the contribution contributed by duties. Performance improvement achieve the organization goals.
young professionals with a wide should be incorporated as culture Scorecards could be used to iden-
experience of private sector as in organizations rather than a tify the barriers in some groups
well. They are not only challenging routine work. how could not achieve the perfor-
the status quo of the organization Organization goals should be
13 January-June, 2018
