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<classification authority="sudocs">GA 1.13:T-GGD-00-118</classification>
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 <subject>Productivity in government</subject>
 <subject>Employee incentives</subject>
 <subject>Program evaluation</subject>
 <subject>Industrial relations</subject>
 <subject>Personnel management</subject>
 <subject>Federal employees</subject>
 <subject>Performance measures</subject>
 <subject>Private sector practices</subject>
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 <title>Human Capital: Using Incentives to Motivate and Reward</title>
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<abstract>This testimony discusses the role of incentive programs in motivating
and rewarding federal employees to achieve high performance in support
of agency missions and goals. GAO found that federal agencies have broad
statutory and regulatory authority to design and implement various
incentive programs, including monetary and nonmonetary incentives. No
one incentive program is optimal for all situations. Second, the use of
monetary incentive programs has varied over time and across agencies.
During the last five years, agencies have made less use of their
performance awards and greater use of other monetary incentives. The
proportion of employees who received monetary performance awards ranged
from less than one percent to as much as 75 percent of an agency&apos;s
workforce. Little is known about the use of nonmonetary incentives
because they are harder to measure and generally not documented.
Finally, some agencies regularly monitor and evaluate the effectiveness
of their incentive programs; however, many others have reported that
they did not know whether their incentive programs were effective in
motivating their employees to exceed expectations in support of missions
and goals.</abstract>
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<note>Testimony</note>
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 <topic>Productivity in government</topic>
 <topic>Employee incentives</topic>
 <topic>Program evaluation</topic>
 <topic>Industrial relations</topic>
 <topic>Personnel management</topic>
 <topic>Federal employees</topic>
 <topic>Performance measures</topic>
 <topic>Private sector practices</topic>
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