Performance Management

Scripture says that the laborer is worthy of his wages (Lk 10:7; 1 Tim 5:18). Jesus makes it clear that those who work hard should be compensated fairly, regardless of when they began working. In today's world, there are still many people who are not paid a fair wage for their work. But the principle remains the same: those who work hard deserve to be compensated fairly. Judging a persons work based on performance might not be the best approach. The person who is hired should always be paid, so long as he is working. Evaluating performance in some ways can lead to a view that the person is not working hard enough when actually he is. Thus, while a merit-based system sounds good in theory, the problem is that it often does not work in practice (Marsden & Richardson, 1994; Ljungholm, 2015). It all depends, really, on the situation, the environment, the people involved, and so on.

The question of whether pay should be linked to performance is one that has long divided those who work in the public sector. On one hand, there are those who argue that tying pay to performance would incentivize workers and lead to better outcomes. On the other hand, there are those who worry that such a system would...

In order for a pay-for-performance program to be effective, it must possess certain key characteristics. First and foremost, the program must be based on a clear and concise set of objectives. Without a defined goal, it will be difficult to measure the program's success. Secondly, the program must have buy-in from all levels of the organization, from management down to front-line employees. Without this buy-in, there is a risk that the program will not be given the attention and resources it needs to succeed. Finally, the program must be designed with a thorough understanding of human behavior. Incentives must be carefully crafted to encourage desired behavior while avoiding any undesired or unintended consequences. When these characteristics are present,…