Public-service awards programa : an exploratory analysis
By: Borins, Sandford
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Material type: 
ArticlePublisher: 2000Canadian Public Administration Publique du Canada 43, 3, p. 321-342Abstract: Traditionally, there have been a small number of awards for public servants, given for lifetime career achievement by the most senior public servants. In the last decade, there has been a proliferation of new types of awards, including group or individual achievement awards to public servants at all levels, awards to functional or occupational groups, innovation awards, gain-sharing awards, and organizational performance or quality awards. The proliferation of new awards is seen as a response to morale-reducing cutbacks within the ubolic sector as well as to external criticism of the public sector. The article discusses the possible impacts, both beneficial and harmful, or recognition and awards programs. It sets out how a benefit-cost analysis of any awad could be undertaken, showing the significance of time required by applicants among the cost factors. The article concludes with recommendations about how better to manage a number of the elements of awards, including publicity, the composition of selection committees, the award itself, feedback given applicants, and a department's comprehensive portfolio of awards
| Item type | Current location | Collection | Call number | Status | Date due | Barcode |
|---|---|---|---|---|---|---|
| Periódico | Biblioteca Graciliano Ramos | Periódico | Not for loan |
Traditionally, there have been a small number of awards for public servants, given for lifetime career achievement by the most senior public servants. In the last decade, there has been a proliferation of new types of awards, including group or individual achievement awards to public servants at all levels, awards to functional or occupational groups, innovation awards, gain-sharing awards, and organizational performance or quality awards. The proliferation of new awards is seen as a response to morale-reducing cutbacks within the ubolic sector as well as to external criticism of the public sector. The article discusses the possible impacts, both beneficial and harmful, or recognition and awards programs. It sets out how a benefit-cost analysis of any awad could be undertaken, showing the significance of time required by applicants among the cost factors. The article concludes with recommendations about how better to manage a number of the elements of awards, including publicity, the composition of selection committees, the award itself, feedback given applicants, and a department's comprehensive portfolio of awards
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