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To date, managers have relied on human resources (HR) offices to determine salaries (grades) and employee longevity to determine salary increases within those grades. Under pay banding and pay-for-performance such decisions will be vested in line management for the first time. Beyond these new demands on line management lies another barrier, namely, a realistic discussion of performance standards and measures of individual success or failure. Vast numbers of government workers occupy positions that don't lend themselves to "Bean counting." By the same token, passing out (and withholding) raises on the basis of vague generic standards can only serve to undermine pay-for-performance efforts in the early going. This paper will concern itself with the supervisory/management side of this new compensation/evaluation equation.
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