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Do They All Fail?: A Comparative Analysis of Performance-Related Pay Systems in Local Governments

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Local Public Sector Reforms in Times of Crisis

Part of the book series: Governance and Public Management ((GPM))

Abstract

The introduction of performance-related pay (PRP) in the public sector has been one of the main trends in public management reform in the last two decades. However, it seems that PRP regimes have been loosened or even taken off the reform agenda, often with the notion that they were not used as planned, failed to deliver, and ultimately were stalled as being a control instrument incompatible with the existing administrative culture. Focusing on the local government level in Germany, France, and Italy, the authors explore the why PRP systems have failed to manifest a core position within in performance-oriented reform agendas. Diffusion and implementation practices in the three countries show significant differences, which have led to significant heterogeneity to as well as variance in the implementation of PRP.

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Author information

Authors and Affiliations

  1. University of Potsdam, Potsdam, Germany

    Isabella Proeller, Anne-Kathrin Wenzel & Dominik Vogel

  2. University of Siena, Siena, Italy

    Riccardo Mussari & Donatella Casale

  3. Aix-Marseille Université, Marseille, France

    Emil Turc & Marcel Guenoun

Authors
  1. Isabella Proeller
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  2. Anne-Kathrin Wenzel
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  3. Dominik Vogel
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  4. Riccardo Mussari
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  5. Donatella Casale
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  6. Emil Turc
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  7. Marcel Guenoun
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Editor information

Editors and Affiliations

  1. Political Science, Administration and Organization, University of Potsdam, Potsdam, Germany

    Sabine Kuhlmann

  2. Faculty of Social Sciences, KU Leuven Public Governance Institute, Leuven, Belgium

    Geert Bouckaert

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Proeller, I. et al. (2016). Do They All Fail?: A Comparative Analysis of Performance-Related Pay Systems in Local Governments. In: Kuhlmann, S., Bouckaert, G. (eds) Local Public Sector Reforms in Times of Crisis. Governance and Public Management. Palgrave Macmillan, London. https://doi.org/10.1057/978-1-137-52548-2_8

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