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Human resources systems: that is, the people-focused mechanisms which deliver the strategy. The key human resource systems will involve manpower planning, employee selection and development, career management, employee rewards and motivation, industrial relations and internal communication. There is no single “right” way of designing these systems. They have instead to be adapted to the business needs of the organisation and to the context in which they are to be applied. Furthermore, the World Value Survey – a co-operative study involving a large number of universities in different countries – has shown that people’s values change with rising affluence in a similar manner in all countries, although with different speeds and from different starting points.

This means that it should consider both the process and the results, and that it should focus on the learning process. The ultimate aim of performance management is to enable operational managers to work with their staff to align their individual needs, interests and career aspirations with the organisation’s business needs. The focus should be on the future; on what the employee needs to be able to do, and how he/she can do things better. Effective performance management will at the same time THE STATE OF THE PUBLIC SERVICE – ISBN 978-92-64-05594-0 – © OECD 2008 47 4.

Individual objectives may also be linked to team-based targets to strengthen the co-operation. For instance, in Finland and Spain, there is a trend towards more formal assessment of team performance. In Korea, a performance agreement which is applied to managerial level officials includes an element of appraisal of team (division) performance. In other countries, including the United States, there is no such trend, and focus is wholly on individual accountability. Almost all countries have formalised performance assessments for all or almost all core government employees.

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