23
come eligible by length of service, but
jt does permit advancement of a con
siderable proportion g (from 40 to 80
per cent, depending on turnovere). The
departmental administrator t h e r e b y
must decide which employees are to
receive step increases at each pay ad
justment date. When faced w ith this
problem, most administrators will con
scientiously try to select the most satis
factory employees- for advancement.
Under this plan salary increments are
not' complacently awaited, but most
employees are motivated to more ener
getic efforts in the hopes of qualifying
for ¿advancement.
An importaiit result of the pay plan
was a subsequent legislative review of
unclassified salary rates and upward re
vision of such rates for all state of
ficials, including the governor. The
civil service commission was also di
rected by the legislature to make a
thorough study of all state salary prob
lems and bring irt its recommendations
prior to the next legislative session. This
action expanded the civil service com
mission’s activities in this , regard to in
clude all unclassified as. well as classi
fied positions in pay plan consideration.
iations in rating forms' and techniques,
service rating programs are always lim
ited in their effectiveness by the atti
tudes and skills of higher level admin
istrative and supervisory personnel. E f
fectiveness of such systems also varies
in a single jurisdiction between depart
ments.^
Largely as a result of th is, thinking
the commission attempted to develop a
brief and simple form which would
serve; as a standard for all departments.
This form was printed on one side of
an 814x11 inch sheet. The commission
Employee Evaluation and Training
The development of at, service rating
program was approached with a lack
of enthusiasm. This attitude was "mo
tivated, by the lack of real effectiveness
observed in service rating systems of'
other jurisdictions. This observation
has as a corollary that despite wide var
O. K. Transfer Co.
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