A Review of Pay-for-Performance Systems in the Federal Government , July 22 , 2008
A Review of Pay-for-Performance Systems in the Federal Government , July 22 , 2008
From the document: "Chairman Akaka, Ranking Member Voinovich, and members of the Subcommittee, I appreciate the opportunity to appear again before this distinguished subcommittee to discuss the important subject of federal pay systems. As you know, the National Treasury Employees Union represents more than 150,000 federal employees in over 30 different agencies and departments throughout the government.
Today the subcommittee will hear today from a number of witnesses representing the Administration, managers and senior level personnel, and distinguished analysts and experts. I am here to present the viewpoint of the tens of thousands of dedicated public servants who are currently on the ground working in government. These federal employees are the potential recipients of the various pay-for-performance systems being advocated by this administration. They are the ones who help administer our government systems; defend our homeland; process and administer our programs such as social security; support our states and cities; and help regulate and inspect everything from our food supply and our imports to our financial institutions. These federal employees want what every other employee wants, a system that offers fair compensation for a fair day of quality work.
The shortcomings of the Administration’s so-called pay for performance systems are as distinct today as they were when I testified before this subcommittee in 2005. Unfortunately, despite the growing evidence that these systems lack credibility, the Administration continues its attempts to dismantle the current General Schedule (GS) system and replace it with various performance management systems. The President’s FY 2009 budget submission to Congress reaffirmed its commitment to pay-for-performance alternative systems to “replace the current General Schedule pay system with a modern classification, pay, and performance management system that is both results-driven and market-based.” (p. 1097 FY 2009 Budget Appendix)"
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