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The Psa - Bonus And Special Payments Minister of State Services
#1 Guest_ACC's Nightmare_*
Posted 05 January 2004 - 10:48 PM
psa1
#7
Tipster007 
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Posted 06 January 2004 - 09:19 PM
Hi ACC's Nightmare, (re: Post 5 Jan 2004, Management of Tail)
Would it be possible to get psa 1-6 in downloadable form and put into the download section of the Forum.
This document appears to unconditionally qualify that Crown Entities (which will also include ACC) are being enticed with bonus payments based on preformance outcomes, which are themselves directly in line with (so called) Government Policy. (That means any Government of the DAY, not just the present one)
Clearly the MAJORITY of all ACC DECISION MAKING will be based on HOW (Financially) the end result of those decisions will effect ACC employee's in relation to any projected BONUS they would be likely to receive if those preformance budgets were to be acheived in any given financial year.
It would seem that this alone could be the ROOT of all ACC Claimant's problems, as financial reward is the ideal tool to breed corruption (whether intentional or not).
Would it be possible to get psa 1-6 in downloadable form and put into the download section of the Forum.
This document appears to unconditionally qualify that Crown Entities (which will also include ACC) are being enticed with bonus payments based on preformance outcomes, which are themselves directly in line with (so called) Government Policy. (That means any Government of the DAY, not just the present one)
Clearly the MAJORITY of all ACC DECISION MAKING will be based on HOW (Financially) the end result of those decisions will effect ACC employee's in relation to any projected BONUS they would be likely to receive if those preformance budgets were to be acheived in any given financial year.
It would seem that this alone could be the ROOT of all ACC Claimant's problems, as financial reward is the ideal tool to breed corruption (whether intentional or not).
#9
Tipster007
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Posted 07 January 2004 - 12:31 PM
Thanks for that info Kiwee,
That works very nicely on to my Hard drive.
But I would still like to get it in a Printer Friendly form so I can have it in Hard Copy if at all possible.
Tipster007
That works very nicely on to my Hard drive.
But I would still like to get it in a Printer Friendly form so I can have it in Hard Copy if at all possible.
Tipster007
#10
Kiwee
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Posted 08 January 2004 - 01:02 AM
It should be printer friendly now, if you click on the file, or drag it to a browser window, or open in it a viewer program, you will have the option of printing the file, you can also copy and past it into a word document which will give you a couple of options to print it and adjust the darkness or size of the print
#11 Guest_NoRehab_*
Posted 02 March 2004 - 09:31 AM
Performance pay
The reliance on bonuses and performance pay across the public sector has been much discussed lately.
The PSA has always been opposed to performance pay because it is too arbitrary, open to bias, and ultimately unfair. However we also recognise that for many years this has been the only way workers have received recompense for increases in stress, costs of living, productivity and demands of the job.
A recent OECD paper by Francisco Cardona (referred to in the Feb 2003 PSA Journal) found massive problems with performance pay. Click here to view the paper (MS Word format).
In Australia, performance pay systems for senior officers were abandoned after only four years, and a recent academic study by Michael O'Donnell has damned them totally. Click here to access the study and other material on performance pay.
Many of the arguments in the Australian study are familiar here. An over-reliance on performance pay can lead to:
* work assessments becoming inherently subjective
* demotivation of staff
* 'politicisation' of the public service
* workplace divisiveness and erosion of co-operation
* increased administrative burdens and costs
* an undermining of teamwork
* reduction in open feedback within the workplace
In his updated research, O'Donnell found that performance culture had been damaged, rather than improved, by the introduction of performance pay.
The systematic use of performance pay in the New Zealand public sector is now being phased out. On 11th June 2001 the Government revised its parameters for such payments, saying that normal performance should be recognised in salary, and determined by systems with transparent and fair processes.
http://www.psa.org.nz/pay.asp
The reliance on bonuses and performance pay across the public sector has been much discussed lately.
The PSA has always been opposed to performance pay because it is too arbitrary, open to bias, and ultimately unfair. However we also recognise that for many years this has been the only way workers have received recompense for increases in stress, costs of living, productivity and demands of the job.
A recent OECD paper by Francisco Cardona (referred to in the Feb 2003 PSA Journal) found massive problems with performance pay. Click here to view the paper (MS Word format).
In Australia, performance pay systems for senior officers were abandoned after only four years, and a recent academic study by Michael O'Donnell has damned them totally. Click here to access the study and other material on performance pay.
Many of the arguments in the Australian study are familiar here. An over-reliance on performance pay can lead to:
* work assessments becoming inherently subjective
* demotivation of staff
* 'politicisation' of the public service
* workplace divisiveness and erosion of co-operation
* increased administrative burdens and costs
* an undermining of teamwork
* reduction in open feedback within the workplace
In his updated research, O'Donnell found that performance culture had been damaged, rather than improved, by the introduction of performance pay.
The systematic use of performance pay in the New Zealand public sector is now being phased out. On 11th June 2001 the Government revised its parameters for such payments, saying that normal performance should be recognised in salary, and determined by systems with transparent and fair processes.
http://www.psa.org.nz/pay.asp
#12 Guest_NoRehab_*
Posted 02 March 2004 - 10:33 AM
Personal Information Protection and Public Confidence
http://www.ssc.govt.nz/display/document.as...d=2830&pageno=2
http://www.ssc.govt.nz/display/document.as...d=2830&pageno=2
#14
hukildaspida
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Posted 26 June 2012 - 01:53 AM
Tipster007, on 06 January 2004 - 09:19 PM, said:
Hi ACC's Nightmare, (re: Post 5 Jan 2004, Management of Tail)
Would it be possible to get psa 1-6 in downloadable form and put into the download section of the Forum.
This document appears to unconditionally qualify that Crown Entities (which will also include ACC) are being enticed with bonus payments based on preformance outcomes, which are themselves directly in line with (so called) Government Policy. (That means any Government of the DAY, not just the present one)
Clearly the MAJORITY of all ACC DECISION MAKING will be based on HOW (Financially) the end result of those decisions will effect ACC employee's in relation to any projected BONUS they would be likely to receive if those preformance budgets were to be acheived in any given financial year.
It would seem that this alone could be the ROOT of all ACC Claimant's problems, as financial reward is the ideal tool to breed corruption (whether intentional or not).
Would it be possible to get psa 1-6 in downloadable form and put into the download section of the Forum.
This document appears to unconditionally qualify that Crown Entities (which will also include ACC) are being enticed with bonus payments based on preformance outcomes, which are themselves directly in line with (so called) Government Policy. (That means any Government of the DAY, not just the present one)
Clearly the MAJORITY of all ACC DECISION MAKING will be based on HOW (Financially) the end result of those decisions will effect ACC employee's in relation to any projected BONUS they would be likely to receive if those preformance budgets were to be acheived in any given financial year.
It would seem that this alone could be the ROOT of all ACC Claimant's problems, as financial reward is the ideal tool to breed corruption (whether intentional or not).
#15
hukildaspida
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- Joined: 24-August 07
Posted 26 June 2012 - 02:02 AM
#16
hukildaspida
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Posted 26 June 2012 - 10:50 PM
It's understood John Saunders then went on to work at Inland Revenue Department where there was also a culture of bullying and harassment to clients by some staff.
Appointments
The National Business Review - 24 Oct 1997 : Page 51
PEOPLE
The Accident Rehabilitation and Compensation Insurance Corporation has appointed John Saunders (right) as its general manager, human resources. Mr Saunders joins ACC from the National Bank where he was responsible for implementing human resources strategy in the areas of performance-based pay, incentive schemes and executive accountabilities. Previous experience in the banking sector included the role of general manager human resources for Trustbank. Following the sale of that bank to Westpac he played a key role in the integration of the two banks. Earlier experience includes human resources executive roles for IBM, KPMG and Broadcast Communications, a subsidiary of TVNZ. Wayne Thornton, who previously held responsibility for human resources, has been appointed to a new role of general manager services with responsibility for improving and developing services for Maori and Pacific Islanders, managing the national (local and corporate office) premises and property and for special projects.
Debt laden man kills himself thread
http://accforum.org/...n-kills-himself
MPs to look into IRD's methods of collecting
http://www.nzherald....1&objectid=2203
Appointments
The National Business Review - 24 Oct 1997 : Page 51
PEOPLE
The Accident Rehabilitation and Compensation Insurance Corporation has appointed John Saunders (right) as its general manager, human resources. Mr Saunders joins ACC from the National Bank where he was responsible for implementing human resources strategy in the areas of performance-based pay, incentive schemes and executive accountabilities. Previous experience in the banking sector included the role of general manager human resources for Trustbank. Following the sale of that bank to Westpac he played a key role in the integration of the two banks. Earlier experience includes human resources executive roles for IBM, KPMG and Broadcast Communications, a subsidiary of TVNZ. Wayne Thornton, who previously held responsibility for human resources, has been appointed to a new role of general manager services with responsibility for improving and developing services for Maori and Pacific Islanders, managing the national (local and corporate office) premises and property and for special projects.
Debt laden man kills himself thread
http://accforum.org/...n-kills-himself
MPs to look into IRD's methods of collecting
http://www.nzherald....1&objectid=2203
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