Performance-Driven Public Sector Rewards - A Resident Evil?

Abstract

Achieving administration changes and utilizing current change management methods demand striking a harmony between representative fulfillment and operational execution. In this scenario in an institution such as Sri Lanka Customs, it is discovered that a motivator called ‘rewards’ takes the center stage between operational execution and representative fulfillment. This contextual analysis dissects different components of this unique 150-year-old, 50/50, ‘pay half the catch’ rewards scheme that has not yet been made known to the outside modern world. The research methodology includes a case study of a major institution that contributes 51% of the government revenue in Sri Lanka. It carries out the investigation through a survey and interview. The data showed complex results, demonstrating a dichotomy between the Customs (public) officers and the stakeholders in international trade. Both the interior perspective of the employees and the exterior perspective of the partners are reviewed in this exploratory contextual investigation to formulate a basis for discussion of change management in the public sector. This may be the first time such in-depth analyses have been undertaken from inside the organization. More than 180 customs administrations in the world face a similar situation and dilemma, and it is believed that the findings and analysis in this live illustration may be immensely useful for rethinking or reformulating their change management strategies.