SALARIES
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Since we last conducted an overall review in 1977 there have been significant increases in remuneration at senior levels in the private sector, which were reflected very strongly in our survey. This situation was referred to in comments made to us, including a composite paper from 36 Heads of Departments which we found most useful. At the same time we recognise, as we did in our First Report in 1964, that whilst private sector practice must always remain of importance in determining rates of pay in the Civil Service other factors must also be taken into account.
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Our remarks in 1964 bear repetition:-
"There are many other factors and conditions of service to be
considered, and we have fully in mind the differences of security of employment and other considerations of service. Moreover, commercial systems of promotion and payment in the higher ranks are much more flexible than those of the public service. In the Government service, promotion is based on qualifications, experience and merit. Although it is not unusual for an officer to be promoted out of turn, officers of normal ability can reasonably expect to rise steadily in the Service, although naturally not all can reach the top ranks. The salary of posts is fixed; Government pays the same salary to the holder of a post whether or not he makes a conspicuous success of it. The rewards in commerce are more unevenly distributed. The exceptionally able may rise rapidly to senior posts, while the person of average ability may remain at a relatively low level. There is no pay for the job' for these senior posts, and salaries may vary greatly according to the merits of the occupant. But despite these differences of method, any reasonable assessment of fair remuneration for Government servants must take into account the range of corresponding commercial salaries."
In addition to this we would stress the long term need to provide a Civil Service pay and career structure sufficiently attractive to ensure the recruitment, retention and general satisfaction of officers of high calibre. The requirements of the expanding public service in this respect are no less now than in the past, and the burdens of high office are greater today than ever before. It should be borne in mind that at lower levels in the Civil Service it is always possible to multiply the number of posts or upgrade posts as the workload and responsibility increases. This is rarely possible at upper levels, and there can be no doubt that the "pinnacle" posts have nearly all attracted greater responsibilities in the past few years.
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