Allocation of Rewards to Employees
Customer feedback can be used as a performance metric for employees. This is because, as Hill and Alexander (2017) indicate, many customers tend to have an opinion of, and therefore offer feedback on the services they are offered, as based satisfaction they derive therefrom. If a product/service is unsatisfactory customers could opt to spread negative reviews about an organization to others thereby according to such a firm a bad reputation. In the government sector where I work, there is a very little incentive for employees to offer exemplary services as the rewards received are not tied to customer satisfaction or loyalty. This is because, as Meier and O'Toole Jr. (2013) note, the services offered by the government are not intended to realize profits thus customer loyalty and satisfaction do not rank top of the list of priorities. Customer satisfaction is, however, a metric through which the effectiveness of service delivery is measured, as Hill and Alexander (2017) indicate.
Performance-Based Metrics
For most governments, bureaucracy and red tapes may hinder the assessment of the quality of service delivery, thus making the implementation of performance metrics difficult. However, in the US where I work for the federal government, my performance is analyzed periodically based on feedback received from customers, which as Bellé (2013) notes, is a good indicator of service quality. From such performance monitoring and evaluation efforts, the government rewards us handsomely using cash rewards, promotions and exemptions from extra duties. The use of these reward systems has a number of advantages including as Bao, Wang, Larsen, Morgan (2013 ) write, the motivation of employees to offer a great quality of service or the influencing of employees performance in a positive manner. Such use of performance metrics may also be helpful as Spekle and Verbeeten (2014) also detail, in inspiring job performance among employees by incentivizing proper service delivery. Though desirable, () notes that performance metrics may not be effective especially in cases where employees seek intrinsic rather than extrinsic rewards.
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References
Bao, G., Wang, X., Larsen, G. L., & Morgan, D. F. (2013). Beyond New Public Governance: A Value-Based Global Framework for Performance Management, Governance, and Leadership. Administration & Society , 45 (4), 443-467.
Bellé, N. (2013). Experimental Evidence on the Relationship between Public Service Motivation and Job Performance. Public Administration Review , 73 (1), 143-153.
Hill, N., & Alexander, J. (2017). The Handbook of Customer Satisfaction and Loyalty Measurement . Routledge.
Meier, K. J., & O'Toole Jr., L. J. (2013). I think (I am doing well), therefore I am: Assessing the Validity of Administrators' Self-Assessments of Performance. International Public Management Journal , 16 (1), 1-27.
Spekle, R. F., & Verbeeten, F. H. (2014). The Use of Performance Measurement Systems in the Public Sector: Effects on Performance. Management Accounting Research , 25 (2), 131-146.
