Resources: Miscellaneous Resources

Tell the Union, in confidence, your thoughts on Enforcement reorganization. We would appreciate getting the input of non-management employees on a number of issues, to assist with ongoing discussions and eventual bargaining.

Chapter 293 members can click here to sign in and review transcripts of testimony by NTEU National President Colleen Kelley before numerous committeees of Congress on a host of issues of interest to SEC employees. Testimony issues include paid parental leave, pay for performance, federal employee pay raises, and more.

Merit Pay distribution data for 2007, showing the distributions of merit pay increases broken down by office and division, grade, position, age, gender and race/ethnicity.

Merit Pay distribution data for 2005, showing the distributions of merit pay increases broken down by office and division, grade, position, age, gender and race/ethnicity.

Managers who've done it say it's surprisingly hard to link performance and salaries. For years, federal managers have taken flack for poor leadership and people skills. But now, with laws granting broad new powers to managers at the Homeland Security and the Defense departments, Congress and the Bush administration have put their faith back in bosses. Managers are getting real control over hiring, disciplining and firing employees. At the core of the changes is pay for performance - the belief that federal employees, like their private sector counterparts, should be rewarded, or not, based on how well they do their jobs. And the link between salaries and performance is the manager's evaluation of how well each employee is doing...
 

When the Defense Department started fashioning a new pay-for-performance system for its civilian employees five years ago, “fairness” was the watchword. But the first large-scale payout of performance-based pay raises and bonuses in January was riddled with inequalities, a Federal Times analysis has found...

"Do this and you'll get that." These six words sum up the most popular way in which American business strives to improve performance in the workplace. And it is very popular. At least three of four American corporations rely on some sort of incentive program. Piecework pay for factory workers, stock options for top executives, banquets and plaques for Employees of the Month, commissions for salespeople -- the variations go on and on. The average company now resembles a television game show: "Tell our employees about the fabulous prizes we have for them if productivity improves!"Most of us, accustomed to similar tactics at home and school, take for granted that incentives in the workplace are successful. After all, such incentives are basically rewards, and rewards work, don't they? The answer, surprisingly, is mostly no...