Allan Hawke is aware of the argument that performance pay is supposed to work in organisations where rewards constitute a significant part of total remuneration, judgments about performance are based on things under the direct control of the individual being assessed, and people are satisfied that the assessments and mechanisms used are fair and reasonable. And, he’s ‘absolutely certain’ none of those preconditions can be assured of in the APS.
Leaders often define themselves by the issues on which they take a stand.
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