Republic of the Philippines

Camarines Norte State College

Daet, Camarines Norte

Course Description: Human Resource Development and Management

Reporter: Elaine T. Nagera -MBA Student
Professor: Dr. Wenifredo T. Onate
PERFORMANCE MANAGEMENT
Introduction
Performance management is a very important Human Resource Management function.
Its objective is to improve overall productivity and effectiveness by maximizing
individual performance and potential.
Performance managements definition can include:
Achieving goals
Continual review of performance
Annual performance salary increase
Feedback and coaching
Two way communication
Career and professional development
Enhanced work performance
Performance management is concerned with
improving individual and collective performance;
communicating management's expectations to supervisors and staff;
improving communication between senior management, supervisors and staff;
assisting staff to enhance their career prospects through recognizing and rewarding
effective performance;
identifying and resolving cases of underperformance; and
providing important links to other Human Resource Management functions, such as
training.
Key Components
Performance management therefore consists of several key components o motivation
o performance appraisal

o promotion
o guidance and supervision
o addressing poor performance

Motivation
Motivation is in many ways the key to the success of Human Resource Management
development. Managers should aim to increase performance through self-motivation, rather than
having to use external motivation to bring about higher standards of performance. However, even
more important is the motivational impact that supervisors have on their staff.
Principle : The basic principle underpinning motivation is that if staff are managed effectively,
they will seek to give of their best voluntarily without the need for control through rules and
sanctions - they will eventually be self-managing.
Procedures : Some of the most effective ways for managers to motivate staff include giving
praise; recognition; and positive feedback; passing on feedback from more senior managers; and
letting other staff know which staff have been responsible for
praiseworthy work and/or effort.
Too often staff experience 'management by mistake', where most of the feedback received is
corrective or disciplinary for mistakes they are perceived to have made. If staff feel that their
decisions are generally supported, and when genuine mistakes are made they will be guided in
the right direction, they will be more positive, confident and prepared to take on responsibility
and decision-making. When staff are shown clear expectations, valued, trusted, encouraged and
motivated, then they will be more likely to give of their best.
Performance Appraisal
Performance appraisal assesses an individual's performance against previously agreed work
objectives. It serves two functions. First, it enables management to evaluate an individual's
performance in the current job to identify strengths and overcome weaknesses. Second, it
provides information to assist management plan postings, transfers and promotions. In so doing,
management is able to compare performance and potential between officers of the same rank.

Principles : The basic principles governing performance appraisal are

Heads of Department/Heads of Grade have the flexibility to design their own appraisal system
within the framework of these principles;
performance appraisal should be regarded as a multi-purpose management tool.
Outcomes from staff appraisal should guide other Human Resource Management functions;
it is a joint responsibility of the individual and the supervisor;
it is a continuous and ongoing process;
it should relate individual performance to departmental objectives;
checks and balances should be built into the system to ensure fairness and objectivity; and
outstanding performance at one rank does not necessarily indicate suitability for promotion to
a higher rank.
Procedure : Except for officers on probation, performance appraisal is normally carried out once
a year. Different grades/departments may have their own performance appraisal form which
enshrines the principles set out in the preceding paragraph. At the beginning of the reporting
cycle, the appraisee should agree with the appraising officer on the main objectives or
responsibilities over the reporting period. The list of objectives or responsibilities should be
reviewed between the appraisee and the appraising officer during the reporting cycle to see if
changes are necessary. At the end of the reporting cycle, the appraising officer will write his
assessment. He will pass his assessment to the countersigning officer for the latter's views.
To provide feedback to the appraisee, the appraising officer and the countersigning officer decide
between them who should interview the appraisee to discuss with him/her the performance
during the reporting period. The interviewing officer should show the entire report to the
appraisee before the interview. A summary of the discussion at the interview and the points made
by the appraisee should be recorded in the appraisal form. After the interview, the appraisal form
is passed to the grade manager for his assessment.
Promotion
Promotion denotes that an individual has the competencies, i.e. the skills, abilities, knowledge
and attitudes, required to perform effectively at the next higher rank. The competencies reflect
the knowledge and skills exhibited in observable behaviour in the relevant areas of work.
Promotion provides motivation to perform well and is an important part of performance
management.
Principles : The principle of merit, or the best person for the job is key to promotion.
Ability, potential and experience are taken into account in the assessment. The process of
assessment should be fair and transparent. It is kept separate from the day to day management of
performance and from the annual performance appraisal. The former should be a continuous
process, while the latter can be used to assist in determining suitability for promotion.
Promotion Procedures : Heads of Department/Heads of Grade have flexibility to invite certain
officers to apply for promotion, or allow officers to opt out of promotion.

As a general rule promotion boards are convened/ set up to increase transparency and impartiality; and
provide an opportunity to consider eligible officers' potential and organizational succession
planning.
Where necessary and appropriate, promotion interviews are held to assist in assessment to
supplement information provided in staff reports. This will apply to situations where staff reports
are insufficient and questionable in terms of fairness or consistency. The promotion boards
should be aware of potential unfairness if some staff is interviewed and others are not.
It is good management practice to provide promotion feedback to the staff that were considered
but were not selected after a promotion exercise, to enhance communication.
Departments respond to enquiries from staff arising from promotion exercises. They are
encouraged to take a proactive/positive approach in giving promotion feedback to staff after the
relevant exercise has taken place.
Guidance and Supervision
Day-to-day guidance and supervision is necessary to provide direction and feedback to staff. It
reinforces the annual performance appraisal, helps groom officers for promotion, and assists
staffs who are not performing well.
Principles : Guidance and supervision reinforces behaviour that contributes to good
performance and discourages behaviour that blocks progress.
Feedback should be frequent - staff should not have to wait until formal performance review or appraisal for
feedback;
balanced - it should focus on good and bad performance;
immediate - immediate feedback has much more impact than feedback given several weeks or
months later;
specific - staff should be in no doubt what actions feedback covers; and
constructive (positive/useful) - feedback should focus on overcoming difficulties or
reinforcing successful behaviour.
Procedure : Guidance and supervision is offered on a day-to-day basis as needed.
Addressing Poor Performance
Poor performers need to be appropriately handled to ensure they will not persist/continue in their
adverse performance, and will give of their best to the civil service. Management must take
action to tackle such performers; otherwise there may be an adverse effect on the morale of staffs
that are performing satisfactorily.
Principle : When staff are not performing at the level appropriate for their rank and experience,
they should be told so, and be helped to overcome the poor performance through close

supervision and counseling. When it is clear that these are to no avail (advantage/benefit),
retirement in the public interest would need to be resorted (option/choice) to. The whole
procedure needs to be handled in a sensitive, objective and fair manner.
Procedure : Each instance needs to be handled in the light of circumstances. The normal
sequence of action is as follows
counseling - staff should be told the areas where they need to improve and how this should be
achieved; and
appraisal - if staff do not respond to counseling their poor performance will be
indicated in their annual appraisal.
If no improvement is shown after counseling and appraisal, there is a formal process of dealing
with non-performance involving written warning, stoppage of increment and retirement in the
public interest.
Performance Management Roles and Responsibilities

Employee
Responsible for development of
self
Life-long employability focus
Maintain skills required for
current job
Define career interests and
goals
Complete individual
development plan

Supervisor
Create a learning/development
environment
Provide support for acquisition
of new skills
Discuss development needs for
current job
Discuss career development
with employees
Provide opportunities consistent
with plan