STRENGTHS PAST ______________ ______________ ______________ PASSA ______________...
STRENGTHS
PAST
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PASSA
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AREAS OF
IMPROVEMENT
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What is Performance Appraisal?
•
It is the observation and assessment of work
performance against pre-determined job-related standards.
•
It is a systematic evaluation of the employee
with respect to his performance on the job and his potential development.
•
It is a continuous process of feeding back
subordinates information about how well they are doing their work for the
organization
LEGAL BASES
Section 33, Chapter 5, Book V,
of
Executive Order 292, requires that:
“ There shall be
established a performance evaluation system, which shall be administered in
accordance with rules and regulations and standards promulgated by the Civil
Service Commission for all officers and employees in the career service.”
CSC-MC No. 12, S. 1989 states that PASs shall be
designed:
•
to continuously foster the improvement of
employees performance and efficiency
•
to enhance organizational effectiveness and
productivity
•
To provide an objective performance rating as
basis for personnel actions and administrative sanctions
DECS Order No. 101, s. 1990 established DECS-PAS with
four subsystems:
•
Key officials
•
Teacher
•
Administrative staff
•
Lawyers
Modification of Range of Adjective Range
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Outstanding – performance exceeding
targets by 30% and above of the planned targets; from the previous definition
of performance exceeding targets by at least 50%.
•
Very Satisfactory – performance exceeding
targets by 15% to 29% of the planned targets
Modification of Range of Adjective Range
•
Satisfactory – performance of 100% to
114% of the planned targets.
•
Unsatisfactory – performance of 51% to
99% of the planned targets.
•
Poor – performance failing to meet the
planned targets by 50% or below.
APPRAISING RESULTS
QUANTITY
•
How much
was accomplished?
•
How does
that compare to what was expected?
•
Did any
circumstances beyond the employee’s control affect the quantity received-
either positively or negatively?
QUALITY
•
How good
were the results?
•
How does
quality of work done compare to the quality expected?
•
What
relationship exists between quality and quantity?
TIMELINESS
•
Was work completed on time? If not, why?
•
Were there delays due to circumstances beyond
the employee’s control?
•
Or were they due to poor planning and management?
COMMON PROBLEMS/PRACTICES
•
Rater’s personal bias
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This may be caused by prejudices regarding sex, religion, age, professional
jealousy, favoritism, etc.
•
Tendency to be lenient or strict in assigning
performance ratings
- Raters
may assign consistently low or high rating based on perception of standards of
performance and interpretation of job behavior.
•
Reluctance of rater’s to rate subordinates at
the outer ends of the rating scale
-
average rating which is neither very low nor high is assigned.
•
Halo effect or the tendency of raters to let
rating assigned to one trait excessively influence rating on all subsequent
traits.
•
Recent performance, first impression on ratee,
or past performance unduly influence evaluation and not the actual performance
during certain period of time
•
Organizational influence
- if
end-use performance is promotion/pay increase, ratings tend to be greater
- If
end-use of performance is for training raters concentrate more on ratee’s
weaknesses.
Preparatory Activities Prior to Performance Appraisal
System
•
Evolve division/office work plan
•
Discuss work plan with concerned staff/employees
•
Prepare individual work plan by position level
•
Monitor progress in work plan implementation
including portfolio files
•
At the end of the rating period individual PAS
Form (Form B1 and B2)
Activities During the Performance Appraisal System
•
Accomplishment of Forms B1 and B2 (self-rating
by ratee)
•
Rater-ratee discussion of self-rating
•
Decision-making
•
Signing of “CONFORME” by ratee
Activities After the Performance Appraisal Completion
•
Recommending approval by the immediate
supervisor or rater
•
Approval by the Head of Office.