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Externa! reporting requirements: Many of the exempt employees are required to comply <br />with regional, state or federal requirements. If they don't comply, there is notification to <br />the City and possibly the imposition of some penalty for non-compliance. <br /> <br />Chain of supervision: Each supervisor is supposed to be monitoring the performance of <br />his or her subordinates and giving appropriate feedback to correct any deficiencies. If <br />that's not being done adequately, the supervisor of the supervisor is responsible. <br /> <br />Existing performance appraisal System; The performance appraisal that's now being used <br />is supposed to allow an opportunity for feedback about performance and joint agreement <br />on goals for the future. If an element of performance is missing from the appraisal form, <br />it can be added. · <br /> <br />Consequences for poor performance: There is nothing to prevent the imposition of <br />consequences for failure or refusal to perform (be accountable) right now. If supervisors <br />are not identifying deficiencies, discussing them with subordinates, clarifying what needs <br />to be done, documenting the discussions, and monitoring follow-up, the supervisors <br />should be held accountable by their supervisors. <br /> <br />Concerns about performance based pay in general <br /> <br />Merit pay may conflict ._with comparable worth requirements; <br /> <br />Shifts the focus from the overall job to those tasks being re.ensured: <br /> <br />Shifts the focus from doing the work to working the process: <br /> <br />Opinions about performance, based pay are different between administrators and <br />employees: <br /> <br />It m.a.y.increase competition at the eroense of.cooperad°n;. <br /> <br />It is impossible to ma. ke evaluation totally objective: <br /> <br />A desire to be measured accurately may encourage people to I/st eve .r.r.rything they do and <br />~hen use that list as. a. basis for requesting a revi~ed Time Spent Profile and job <br />reclassification. ' <br /> <br />Concerns about performance based pay in Ramsey specifically <br /> <br />The organizatioais too small to keep personalities out of the_process: Because there are <br />so few employees, people become very familiar with their co-workers - almost like <br />brothers and sisters. Managers are "working managers," and not far removed from their <br />subordinates. When personalities are incompatible, it's very difficult to conduct <br />objective performance appraisals. Some evaluators compensate by awarding higher <br /> <br /> <br />