Mark Hammer

The “rules” exist partly because of the sheer size of the system, and the need to have some sort of parity across it. Otherwise the basis for being hired or promoted in branch A of Agency X could be vastly different than branch B, or Agency Y, or in 2013 vs 2012. Indeed, one of the strongest arguments against any attempt to use performance pay as an incentive in the public sector is that it is typically not applied in the same manner by all managers, according to the same criteria. If nobody talked to anybody else outside their immediate work unit, it might fly, but in the absence of those rather special circumstances, and presence of the opportunity for people to compare how it is used in their unit vs others, it all falls apart.