c service officials and middle managers. The results of these reforms can be better viewed by distinguishing between managerial and non-managerial positions in the civil service.
             One of the major problems with performance-related pay systems in the public service, and this is true also for almost all incentive payment schemes, is that they tend to produce an escalation of performance ratings and payments and consequently increases in personnel costs, even if there are formal payment ceilings set. Effectively, under pressure to retain staff or to enlist extra staff needed to overcome internal bottlenecks managers tend to award better ratings and better pay to st
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