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Chapter 1
Introduction
Employees are the most important assets of every organization because they
are the key mechanism to empower the organization to obtain goals. The
evaluation system was called the Performance Rating System, based on CSC
which are pre-requisites for promotion and other personnel actions including
separation and performance- based incentives. The link between appraisals and
2
personnel actions and incentives and the lack of parallel system to enable
performance resulted to low system integrity due to its unreliability and subjectivity
(MC 6, 2012)
economic uncertainty in which the economic crisis has cast a long shadow over
public and private sector organizations. Performance management has its origin in
measure different group of employees, the tools tend to validate the result of each
other.
government including delivery basic services. City of San Jose Del Monte can be
politically and economically. One of the policies created relative to the development
of its human resources was the policy on the performance management system
purposely to develop the performance of the employees and to give efficient and
economic uncertainty in which the economic crisis has cast a long shadow over
public and private sector organizations. Performance management has its origin in
evaluation systems, the CSC pilot tested the Strategic Performance Management
System or the SPMS. The SPMS strengthened the culture of performance and
The issuance of SPMS in 2012, which follows the four stage Performance
compensation system. It ensures that the employee achieves the objectives set by
the City of San Jose Del Monte Bulacan. The study is timely
Theoretical Framework
and other basically positive, labeled Theory Y. Theory X indicates the traditional
5
assumes that people are not unreliable and lazy by nature. If they are properly
motivated, they could really be creative. The main task of the management is to
can achieve his goals by directing his own efforts and thus, he can help in
about agreement on the objectives between the employees and the organization.
should be clearly recognizable at all levels and everyone should know what their
Conceptual Framework
Output) to serve as basis in studying the effect of the implementation of the new
performance system to the employees of local government of the City of San Jose
Del Monte Bulacan as shown in the first frame. The second frame presents the
process of the study which is interview and survey questionnaire and the third
arrows shows the interrelationship of input, process and output of the study.
Implementation of the
Strategic Interview
PerformanceManagement
System Survey
Feedback
The study attempts to know the effects of the implementation of the new
performance system to the employees of the local government in the City of San
1.5 Position;
given to the employee, implementation of the new guidelines for the new
7. What are the common problems being encountered by the employees in the
problem?
8. From the findings what enhancement measures of the strategic performance
Hypotheses
given to the employee, implementation of the new guidelines for the new
guidelines for the new performance management system, and coaching and
The study will focus on the effect of the implementation of the new
Jose Del Monte Bulacan. The researcher chooses this study because she feels the
place where the researcher resides. The study is limited to one year
implementation base on the premise that, what is true today may not be true
tomorrow.
This research will be focused to the permanent employees who belong to the
rank and file of the local government in the City of San Jose Del Monte Bulacan. It
will be conducted on February 15, 2019. There are five hundred eighty seven (587)
permanent employees of the local government of San Jose Del Monte Bulacan.
10
government who belong to rank and file of the City of San Jose Del Monte Bulacan.
The results of this study would be of great help to the government, human
This study will help the LGU Administrator of San Jose Del Monte City as
This will benefit the LGU Human Resource Management Officer through
improving performance and providing a frame work by which they can incorporate
This will make the employee of LGU understand the role they will play in
This study may encourage other researchers who may be directly or indirectly
Definition of Terms
For clearer understanding of this study, the following terms were defined
conceptually.
11
Coaching. The method for helping others accomplish tasks and achieve results
programs, policies, procedures, budgets, rules and regulations, and other types of
plans.
measuring
period.
that the employee achieves the objectives set by the organization and the
organization, on the other hand, achieves the objectives that it has set itself in its
strategic plan.
doing a particular job. It is an organized activity for enhancing the technical skills of
Chapter 2
This chapter presents a review of related literature and studies both local and
foreign relevant to the topic. It aims to gain a full insight of the existing literature on
system.
marketing and the sales, the motivation of the employees will be focused on the
practice of performance management. Among the key rules are these: goals must
management purposes, not just for reporting; and executives must engage in
contributes to the organization’s goal. This process requires knowing what activities
are desired, observing whether they occur, and providing feedback, managers and
problems.
the activity and set of processes that aim to maintain and improve employee
multifaceted, not a technique in itself, and there’s no single best approach. It should
align with organizational strategy and suit the type of jobs in question.
understanding of what is expected of them and how their goals will contribute to the
sporadic event but a strategic set of management policies and concrete actions. It
approaches to completing this process cannot be copied; they are specific and
depend on the context of the internal and external environment in which the
company operates.
16
tasks. The most obvious one is feedback for the employee, often delivered in a
productivity and successes. Then you supply feedback. You’ll also provide training
opportunities, discuss career goals, and help the employee develop a plan to
Now a days, In any industry whether small or big Gautam (2014) argued that
human resource management not just play its traditional role as such but it has
expanded its dimensions to assess its employees’ performance and manage it with
a new system which has evolved due to new developments in the field of HRM
individual goals.
Shane, 2012)
reality, and eliminate the reinforcers for the undesirable behaviors, and more
the same thing. Both concepts are linked but appraisal are merely one element of
relationships, makes it difficult to get a clear picture of success factors and how to
(Bouska, 2015).
requires streamlined processes, accurate and efficient metrics and the frequently
knack for leading, motivating and developing others, they engage their employees
compared to a mature tree that produces a rich harvest of fruits. The development
designed with the assumption that managers within organizations can establish
clear, unambiguous goals which can be broken down into individual components,
managing performance in the civil service that serves as an evaluation strategy for
banking, pharmacy etc wherein increasing cut throat competition is new buzzword
and survival of the fittest has become the realities of the day.
in determining its overall level of effectiveness. This is speciallyt rue when the
the choice of who does the evaluation, the choice of measurement procedures, the
performance. But they also exist to develop people and improve performance.
for reward decisions, firing people and identifying exceptional performance. The
Coaching people to achieve more. These problems are distinct and there's a
20
(Marsden, 2019).
succeed, but also benefit the performance of the business. It can also help the
company maintain a productive and motivated workforce, meet goals and make
better informed decisions regarding promotions, training needs, pay increase and
performance reviews, provide constructive and ongoing feedback and training and
management process requires setting clear goals, regular and ongoing employee
Harzing (2015) discussed that, it is critical that organizations train all managers
who are responsible for supervising individuals. The training should familiarize
organization, (b) the objectives and philosophy behind the process, and (c) the
tools used in the process (i.e. rating forms and scales, etc.). In addition, training
can help managers learn how to avoid potential biases and errors, such as halo
and recency effects. Where relevant, organizations should also provide training for
employees, so that they can have a more participative role in the performance
they should be trained in how to complete the form objectively, using relevant
helpful in preparing both managers and employees for a meaningful and productive
ago. Popularity has increased dramatically over the past few decades. Many
processes required to ensure that the value of people and the contribution they
satisfy the needs of both the organization and its stakeholders, and to operate
assessing the value of jobs through job evaluation and market pricing, the design
It should be emphasized that reward management is not just about pay and
Based from the study Odhiambo (2015) an effective appraisal model can
enhance the interest and performance of the employees leading to the completion
composed of strategies, methods and tools for ensuring fulfillment of the functions
of the offices and its personnel as well as for assessing the accomplishment. It is a
mechanism that ensures that the employee achieves the objectives set by the
organization and the organization, on the other, achieves the objectives that it has
performance goals to targeted results of the organization, and the national and
importance of collecting performance data and using these for planning and
the review, calibration and approval of performance targets and standards, and
serves as an appeals body and arbiter for performance management issues. There
are cases where the HRMO functions are shared with counterparts in smaller units
of the organisation such as regional and field offices, departments and divisions
(Pahrodf, 2016).
results. Coaching and feedback are powerful tools that can be used in managing
capturing learning from experience and identifying ways by which these lessons
can be applied to improve how work is done. Moreover, regular feedback and
coaching builds trust and confidence essential in fostering productive and helping
senior employee who helps develop a less experienced employee (the protégé).
Because of lack of potential mentors and reorganizing that employees can benefit
from relationships with peers and colleagues, some companies have initiated and
supported group and peer mentoring. He explained further that one major
24
limitation of formal mentoring programs is that mentors may not be able to provide
From the point of view of Dess et.al (2017) mentoring can provide many
benefits to the organization as well as the individual. For the organization, it can
help to recruit qualified managers, decrease turnover, fill-senior level positions with
and facilitate organizational change efforts. Individuals can also benefit from
to ensure that employees are clear about the basis for their performance rating
(Pahrodf, 2016).
feedback system train your front line. Give managers the tools they need such as
conversations with workers. Make sure managers know why this new approach is
25
important. Teach your leaders how to engage in real-time conversations that raise
performance review, stay committed to the new format so employees know what to
Recognition is one effective strategy. It takes the form of formal and informal
rewards. Formal rewards are usually associated with bonuses, incentives salary
increases, promotions and awards that often have monetary benefits. On the other
hand, informal rewards are simple and easy to give because these are not
more effective because they can readily be given at the right time thereby
Moreover, Noe (2013) attributed that poor employee performance may due to
deficiencies in skill or knowledge. Three ways that training departments will need to
(2) providing support for high-performance work systems, and (3) developing
26
systems for training administration, development, and delivery that reduce costs
performance plans. Strategic HRM promotes the use of performance data to guide
satisfactory performance.
and arbiter for performance management issues. There are cases where the
27
HRMO functions are shared with counterparts in smaller units of the organization
such as regional and field offices, departments and divisions. Moreover, regular
feedback and coaching builds trust and confidence essential in fostering productive
form of formal and informal rewards. Formal rewards are usually associated with
bonuses, incentives salary increases, promotions and awards that often have
monetary benefits. On the other hand, informal rewards are simple and easy to
give because these are not administered by the organization’s rewarding system.
In many ways, these are more effective because they can readily be given at the
Noe (2013) the reason why employee have poor performance may due to
deficiencies in skill or knowledge. Three ways that training departments will need to
(2) providing support for high-performance work systems, and (3) developing
systems for training administration, development, and delivery that reduce costs
closely linked with planning and other human resource management (HRM)
systems. Strategic HRM promotes the use of performance data to guide human
28
Chapter 3
METHODOLOGY
Methods of Research
A total of ninety two (92) composed of males and females were identified as
respondents were the employees who belong to rank and file in each offices as
follows: Accounting Office with twenty-two (22), Assessor’s Office having forteen
29
(14), the Budget Office with ten (10), the HRM Office with eleven (11), and Treasury
respondents.
The Local Government Units (LGU) of the City of San Jose Del Monte has
forty three departments (43) having fifteen (15) elected, with five hundred eighty
seven (587) permanent employees, there are twenty three (23) coterminous, two
(2) temporary, one hundred eighteen (118) created positions, with fifty one (51)
declared vacant positions, and ten (10) newly appointed permanent employees.
The study was focused to those employees who belong to five departments
namely Accounting Office, Assessor’s Office, Budget Office, HRM Office, and
The sample size was determined using the Cochrane-Orcutt formula, since
t 2 �p ( q ) / e 2
n=
t 2 �p ( q )
1+ ( )
e2 N
30
Where:
n = Sample size
The research paper did not use the Slovin’s Formula since it only applicable
and this paper is concerned to the population mean. Furthermore, because of the
derivation assumption that p=0.5, using Slovin’s formula even under the correct
had some belief that p is close to 0 or 1, then Cochrane’s formula would give the
optimal sample size, one that is smaller than what Slovin’s formula would yield
(Tejada and
Punzalan,( 2012). Moreover, this research paper used 5 percent margin of error
since it is used a categorical data wherein the general rule relative to the
categorical data, 5 percent margin of error is acceptable and for continuous data, 3
Table 1
Distribution of Respondent
Budget Office 13 10
HRM Office 14 11
Treasury Office 47 35
Total 122 92
Research Instrument
Government of San Jose Del Monte Bulacan. The questionnaire was adapted from
the study of Francis Tlhopheho Sefali (2010) entitled The Impact of Performance
The questionnaire was divided into three parts namely: demographic of the
gender, civil status and salary grade. In the second part is the implementation of
The responses of the respondent was measured using the Likert four (4) –
point scale ; Strongly Agree (SA): 4.00; (A): Agree ;): 3.00; Disagree (DA): 2.00 ;
respondent.
The researcher sought the approval of the City Mayor of San Jose Del Monte
Bulacan. A letter request duly noted by the researcher’s adviser was sent to the
office of City Mayor for the conduct of the study on March 8, 2019. Approval of the
said request took one week. Soon after the approval to conduct the research, the
through their Unit Head. The researcher guided the respondents to assure that all
item and question in their questionnaire was filled up and answered. Their
observations and inputs on how the questions were constructed were noted for
questions.
After the questionnaire has been revised and approved by the adviser, it was
distributed the tool to the identified respondents with the assistance of the Human
Resources Staff of the city government. The gathered data where then encoded for
1.) Frequency (f) and Percentage (P) was used in describing the respondents’
P = f/N x 100%
where:
f = frequency
2.) Weighted Mean (WM) was used in describing the composite rating of the
X = fx
n
where:
X = Sample Mean
n = Sample size
To find out the effects of the explanatory variables the effects of the
explained variables which are demographic profile of the respondents, rewards and
34
guidelines for the new performance management system, and coaching and
equations:
where:
EP = Employees Performance
b0 = Constant
b1 = Slope
To test for the statistical significant of each regression coefficient, the t-ratio (Balino
et.al.,2014) was used.
where :
t = Value of statistic
To test for the significance of the coefficients collectively, that is, testing the
Test for Significant Difference between the Means of the Two Population
When σ1 and σ2 are unknown, we use s1 as an estimator of σ1 and s2 as an
provides the following test statistic when σ1 and σ2 are unknown (Amid, 2005)
( x1 - x2 ) - D0
t=
S12 S12
+
n1 n1
Chapter 4
This chapter presents the findings of the research made to determine the
the city government of San Jose Del Monte Bulacan. The data presented in tabular
forms have been analyzed and the results of the statistical treatment have been
interpreted.
strategic performance management system in the city government of San Jose del
Monte Bulacan. The respondents were assumed to have been aware of the SPMS
shown in the table 26 (28.26%) of the respondents were Administrative Aide IV while 16
(17.39%) of the respondents were Administrative Aide VI, and 15 (16.30%) of the
respondents were Administrative Aide II, while the rest of the position constitute little
percentage.
Based on the data, majority of the respondents were Administrative Aide IV followed by
Administrative Aide VI and Administrative Aide II, while very few percentage belong to the
higher position.
Table 2
Frequency and Percentage
Distribution of Respondents According to their Position
Departments/Offices
Positions Accountin Assessor Budget HRMO Treasury Total %
g
Administrative Aide II 5 2 1 7 15 16.30
Administrative Aide IV 5 7 1 4 9 26 28.26
Budgeting Aide 3 3 3.26
Administrative Aide VI 3 2 2 9 16 17.39
Administrative Assistant I 2 1 2 5 5.43
Administrative Assistant II 4 1 1 2 8 8.70
Budgeting Assistant 1 1 1.09
Revenue Collection Clerk 2 2 2.17
Cashier 1 1 1.09
Administrative
Assistant VI 1 1 2 1 1 6 6.52
Senior Administrative
Assistant I 1 1 1.09
Administrative Officer II 1 1 2 4 4.35
Senior Administrative
Assistant II 1 1 2 2.17
38
Table 3
Departments/Offices
Positions Salary
Grade Accounting Assessor Budget HRM Treasury Total %
O
Administrative Aide II 2 5 2 1 7 15 16.30
Administrative Aide IV 4 5 7 1 4 9 26 28.26
Budgeting Aide 4 3 3 3.26
Administrative Aide VI 6 3 2 2 9 16 17.39
Administrative Assistant I 7 2 1 2 5 5.43
Administrative Assistant II 8 4 1 1 2 8 8.70
Budgeting Assistant 8 1 1 1.09
Revenue Collection Clerk 9 2 2 2.17
Cashier 10 1 1 1.09
Administrative
Assistant VI 12 1 1 2 1 1 6 6.52
Senior Administrative
Assistant I 13 1 1 1.09
Administrative Officer II 14 1 1 2 4 4.35
Senior Administrative
Assistant II 15 1 1 2 2.17
Administrative Officer V 18 1 1 1.09
Human Resources Officer 19 1 1 1.09
Total 22 14 10 11 35 92
grade. As shown in the table large number of respondents have a salary grade of 4
with a frequency 26 (28.26%) which means most of the respondents belong to the
rank and file employees followed by salary grade 6 and salary grade 2.
Table 4
Age of Respondent
Department/Office 25 years 26 - 35 36 - 45 46 - 55 56 and
and below above
39
Accounting Office 12 7 3
Assessor’s Office 5 6 2 1
Budget Office 8 2
HRM Office 1 2 4 4
Treasury Office 2 12 10 9 2
Total 3 39 29 18 3
Percent 3.26 42.39 31.52 19.57 3.26
Based from the data gathered, most of the respondents from the five offices
years old with 29 respondents. The rest of the respondents belong to 25 years and
below and 56 and above with only three respondents each, and those aged 46 to
55 with 18 respondents.
Table 4 shows that majority of the respondents belong to aged 26 to 35 years old
Table 5
Length of Service
Less 30 and
Department/Offices than a 1-5 6 - 10 11 - 20 21 - 30 above
year
Accounting Office 11 10 1
Assessor’s Office 8 3 3
Budget Office 6 1 3
HRMO Office 6 1 4
Treasury 14 7 10 3 1
Total 45 22 17 7 1
Percent 48.91 23.91 18.48 7.61 1.09
40
length of service in the city government of San Jose Del Monte. As shown in the
table it can be noticed that none of the respondents having length of service which is
less than a year. On the other hand, 45 (48.91%) of the respondents have a total
years, and 1 (1.09%) of the respondents have a total length of service of more than
30 years .
the service and few were in their retirement age. Since most of the respondents
were young in the service, it can also be said that most of them were idealistic and
Table 6
Sex of Respondent
Department/Office Male Female
Accounting Office 1 21
Assessor’s Office 14
Budget Office 10
HRM Office 11
Treasury Office 10 25
Total 11 81
Percent 11.96 88.04
41
shown in the table, 81(88.04%) of the respondents were female while 11 (11.96%) of
Based on the data, majority of the respondents were female while the rest of
Table 7
length of service in their current position. As shown in the table, 74 (80.43%) of the
years while none of the respondents have rendered 30 years and above.
Table 8
status. As shown in the table, 64 (69.57%) of the respondents were Married. On the
other hand, 23 (25.00%) of the respondents were Single while 3 (3.26%) of the
respondents were Window and only 1 (1.09%) of the respondents were separated.
Table 9
Accounting 22
Assessor’s Office 4 10
43
Budget Office 10
HRM Office 2 9
Treasury Office 3 32
Total 9 83
Percent 9.78 90.22
College Graduate while only 9 (9.78%) of the respondents were College level.
Based on the data, majority of the respondents were College graduate while
Table 10
Respondents Assessment on PMS Training and Skills
Verbal
PMS Training and Accounting Assessor Budget HRMO Treasury GWM Interpret
Skills ation
Performance 3.5 3.5 3.6 3.9 3.7 3,64 Strongly
management Agree
system
seminar/workshop,
trainings was
conducted before
implementation
The last time you
attended the
Seminar/workshop
on PMS
1-6 months
1-7 months
1 year ago 3.9 4 3.6 4 3.7 3.84 Strongly
Agree
44
mean of 3.64, which explains that the respondents attended seminars and training
prior to the implementation of PMS while the seminar/training was conducted a year
ago with general weighted mean of 3.84 and a general weighted mean of 3.67 which
means that the contents of PMS were fully understand by the respondent.
Table 11
Respondents Assessment on the Implementation of PMS
Verbal
PMS Accounting Assessor Budget HRMO Treasury GW Interpretatio
Implementation M n
Performance
management
system 3.95 3.64 3.9 3.9 3.79 3.84
implementation is
well planned
Performance
management 3.86 3.71 3.4 3.9 3.54 3.68
system relevant to
your work
Performance
management
system meet the 3.04 3.71 3 3.81 3.6 3.4
objectives it was
meant to when it
was introduced
The current state
45
of the
implementation of
performance
management
system in the city
government of
San Jose Del
Monte Bulacan
Very Good 3.71 3.6 3,5 3.8 3.7 3.6
Good
Fair
Poor
Table 12
Respondents Assessment on Workplans and Target Settings
There is a clear
performance
standard set for 3.86 3.5 3.9 4 3.77 3.81
yourself as an
employee that you
have attain
Table 13
Respondents Assessment on PMS Personal Development
Attended
seminar/workshop or
any form of training 3.77 3.21 3 3.81 3.74 3.5
as a result of
performance
appraisal
recommendation
Performance
management system
contribute to you 3.81 3.71 3.7 4.0 3.65 3.774
career progression
and development
47
Table 14
Respondents Assessment on Feedback, Monitoring,
Coaching and Support
FEEDBACK,
MONITORING, Verbal
COACHING AND Accountin Assesso Budget HRMO Treasury GWM Interpretaio
SUPPORT g r n
Your supervisor
monitor your
performance as 3.86 3.71 4 4 3.82 3.87
performance
management
system
requirement
Your supervisor
gives feedback on
your performance
Annually
Semi-
Annually
Quarterly
48
Table 15
Respondents Assessment on Review and Ratings
Performance
reviews conducted
Annually
Semi-Annually
Quarterly 3.7 3.77 3.6 3.9 3,81 3.76
Monthly
Weekly
Never
Table 16
RECOGNITION
AND Accountin Assesso Budget HRMO Treasury GWM Verbal
MOTIVATION g r Interpretatio
n
Attended
seminar/workshop
or any form of
training as a result
of performance
appraisal
recommendation
Promotion 3.81 3.5 3.6 3.28 3.7 3.58
Monetary Value 3.04 3.88 3.81 3.71 3.77 3.6
Praise 3.6 3.5 3.9 4 3.81 3.76
Performance
management
50
The Kendall’s rank correlation was used to determine the degree of existing
linear relationship between the explanatory and explained variables. This test found
out the presumed extent of the relationship that exists between the explanatory
variables such as the implementation of SPMS, work plan and target setting of the
city government of San Jose del Monte, personnel development, and recognitions
The statistical results was also employed to test the null hypothesis no.1 that
explained variable.
reflected in their computed value p-value which is less than the chosen level of
significance (p .05). However, the work plan and target setting of the city
Table 10
All the coefficients in the Kendall’s Rank Correlation are positive can be
viewed as, when the efforts to implement the SPMS results to improvement in the
workplan and target setting of the city government of San Jose Del Monte, personnel
In relation to this study, the first hypothesis that there is no significant linear
Table below show that all the program factors have no significant effects on
the
Table 11
in the organizations activities such as workplan and target setting of the institution,
the respectively p-values ranging from 0.00 to 0.05 which is greater than the five (5)
percent level of significance. Hence, the results provided that the implementation of
the level of workplan and target setting efficiency of the organization increase. This
can be viewed in the coefficient of positive 0.45. Moreover, the same interpretation
with the level of implementation and personnel development and recognition which
Table 12
differences when grouped according to Age, Sex, Position, while, there is significant
Department. This is reflected in the p-value in which age (0.59), sex (0.96), and
position (0.82) is greater than the 5 percent level of significance. Meanwhile, the p-
Based on the results, the null hypothesis that there is no significance between
Monetary value is
given to selected 2 1 1 3 1 9 9.78
employees
SPMS is not a
basis of 8 3 2 1 5 19 20.65
personnel action
There are some
resistance during 1 1 1 0 3 6 6.52
implementation
of SPMS
perform well.
Promotion must be based on merit and fitness.
Seminars on SPMS must be held so that employees could learn the importance
Chapter 5
Summary of Findings
57
REFERENCES
Apak, Sudi; Gumus, Sefer; Oner, Gokha; Gumus, Hande Gulnihal, 2016,
58
Bach, Stephen and Edwards, Martin R., 2013, Managing Human Resources,
West Sussex, 5th edition, United Kingdom, John Wiley and Sons, Ltd.
Publication
Balino, Jovencio T., 2014, Basics Statistics, Pateros, Metro Manila, Grandbooks
Publishing, Inc
Dess, Gregory G.;Mc Namara, Gerry; Eisner, Alan B. 2016, Strategic Management
Text and Cases, 8th Edition, New York, New York, Mc Graw-Hill Education
https://www.cipd.co.uk/knowledge/fundamentals/people/performance/factshee
t
Glinow, Mc Shane, 2012, Human Behavior in Organization, 6 th edition,
South Triangle, Quezon City, C & E Publishing, Inc
Hayes, David K., and Ninemeter, Jack D, 2009, Human Resources Management
In the Hospitality Industry, West Sussex, United Kingdom, John Wiley and
Sons, Ltd. Publication
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Comparison of
Performance
Management
Systems in Public
and Private
Sector: A Study
of Manufacturing
Organizations
61
Comparison of
Performance
Management
Systems in Public
and Private
Sector: A Study
of Manufacturing
Organizat
62
Comparison of
Performance
Management
Systems in Public
and Private
Sector: A Study
of Manufacturing
Organiza
Jones, Richard, 2018, What is The Scope of Performance Management, Retrieved
January 25, 2019 from https://www.quora.com/What-is-the-scope-of-
performance-management
Dear Mayor:
In relation to this may I respectfully request from your good office to please allow
me to conduct a survey using questionnaire to rank and file employees of the
different departments of your office to hear their insights on the present
Performance Management System being used by the city.
Respectfully yours,
VIRGINIA R. RAMOS
Researcher
Noted by:
SURVEY QUESTIONNAIRE
You are kindly requested to complete this questionnaire as accurately and honestly
as possible. This survey is for the purpose of obtaining Masteral Degree by the
researcher at Polytechnic University of the Philippines. You are requested to feel
free in providing your opinions. Responses will be treated with utmost
confidentiality, anonymity and will not prejudice anyone. Your assistance and
cooperation will be highly appreciated.
I. DEMOGRAPHIC INFORMATION
General Direction:
Please rate the items by checking the appropriate column using the following
Codes.
AND SUPPORT
14. Your supervisor monitor your performance
as performance management system
requirement
15. Your supervisor gives feedback on your
performance
Annually
Semi-annually
Quarterly
Monthly
Weekly
Never
16. Your supervisor coach you to improve your
performance as a performance
management system requirement
4 3 2 1
17. Your supervisor support you to achieve your
target
F. REVIEW AND RATINGS
18. Your performance rating is a joint decision
by both you and your supervisor
19. Filling performance appraisal and reviewing
performance are a tedious processes in a
current performance management system
20. Performance reviews conducted
Annually
Monthly
Weekly
Never
G. RECOGNITION AND MOTIVATION
69
III.
1. Problems encountered in the implementation of the strategic performance
management system.
__________________________________________________________
__________________________________________________________
__________________________________________________________
__________________________________________________________
__________________________________________________________
BIOGRAPHICAL STATEMENT
VIRGINIA R. RAMOS
71
University of Rizal System, Rodriguez Campus, Rodriguez, Rizal. She finished the
University of the Philippines, Sta.Mesa, Manila. She spent her twenty years at the
Performance Management System in the City Government of San Jose Del Monte