Version 1
: Received: 18 September 2024 / Approved: 18 September 2024 / Online: 18 September 2024 (12:44:55 CEST)
How to cite:
Barros, C. D. A. Recommendation to Solve the Difference in Performance Management between Civil Servant in Timor-Leste. Preprints2024, 2024091403. https://doi.org/10.20944/preprints202409.1403.v1
Barros, C. D. A. Recommendation to Solve the Difference in Performance Management between Civil Servant in Timor-Leste. Preprints 2024, 2024091403. https://doi.org/10.20944/preprints202409.1403.v1
Barros, C. D. A. Recommendation to Solve the Difference in Performance Management between Civil Servant in Timor-Leste. Preprints2024, 2024091403. https://doi.org/10.20944/preprints202409.1403.v1
APA Style
Barros, C. D. A. (2024). Recommendation to Solve the Difference in Performance Management between Civil Servant in Timor-Leste. Preprints. https://doi.org/10.20944/preprints202409.1403.v1
Chicago/Turabian Style
Barros, C. D. A. 2024 "Recommendation to Solve the Difference in Performance Management between Civil Servant in Timor-Leste" Preprints. https://doi.org/10.20944/preprints202409.1403.v1
Abstract
Timor-Leste, since its independence in 2002, has faced challenges in managing the growing number of civil servants, currently numbering over 13,000. Civil servants are classified under two regimes: General (GCR) and Special (SCR). This classification leads to disparities in salary, benefits, promotions, and performance evaluations, creating dissatisfaction among employees in both regimes. GCR employees enjoy regular salary increases and promotions based on performance, whereas SCR employees, despite earning higher salaries, do not receive the same opportunities for career advancement. This policy paper analyses these differences and recommends abolishing the dual regime structure. It proposes a unified system where salary progression, benefits, and promotions are based on education level, service length, and performance evaluations. Additional allowances should be provided to those working in rural areas to encourage retention and equitable service delivery. Regular external monitoring and audits are essential for effective performance management. Evidence from Indonesia supports these recommendations, showing that additional allowances and strong leadership improve employee performance and discipline.
Keywords
performance management; public management; public policy; civil servant; Timor-Leste civil servant
Subject
Business, Economics and Management, Human Resources and Organizations
Copyright:
This is an open access article distributed under the Creative Commons Attribution License which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.
