Performance Management In The Australian Public Service

The Australian Public Service (APS) has striven to become a performance-focused public service over the last two decades. This paper provides an overview of potential traps in performance management, particularly in public services, and then assesses the degree to which these traps have been avoided in the Australian Public Service (APS). While most agencies seek to manage employee performance so that it is aligned with organisational outcomes, there are problems, particularly in relation to confidence in the measures chosen, the skills and commitment of management, the fairness of the system and cultural resistance. To assist the APS in improving its performance management, the APS Management Advisory Committee has developed a guide which offers appropriate sentiments with regard to alignment, credibility and integration. However, much of the advice is not tangible, nor does it address the specific complexities of performance management in public services. Nor is there any analysis of the overall costs, benefits and organisational outcomes. While we agree that performance management is a 'work in progress', we see no evidence of the APS receiving clear guidance in avoiding the potential pitfalls, nor any attempt to assess whether performance management has efficiently and effectively contributed to organisational outcomes. The way forward for APS agencies remains a difficult path and future positive outcomes from performance management are far from certain