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Chapter 1

THE PROBLEM AND ITS SETTING

Introduction

Employees are the most important assets of every organization because they

are the key mechanism to empower the organization to obtain goals. The

effectiveness of working performance is influenced by work efficiency, ability,

motivation and organization engagement. If the employees is deficient of the stated

skills this will affect the performance of the employees.

In the Philippines in the public sector, the earliest recorded performance

evaluation system was called the Performance Rating System, based on CSC

Memorandum Circular No. 6 issued in 1963. This system aims to improve individual

employee performance, strengthen supervisor-employee relations, apply personnel

policies, and develop a standard of satisfactory performance. This was also

characterized by an input-oriented approach, measuring the abilities and attitudes of

supervisors and non-supervisors at the workplace. Since this system relied more on

the assessment made by supervisors, ratings of employees were often based on

supervisors’ general impressions (Esleta, 2014).

Through the years the CSC implemented several performance evaluation/

appraisal systems. These systems however focus only on individual appraisals

which are pre-requisites for promotion and other personnel actions including

separation and performance- based incentives. The link between appraisals and
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personnel actions and incentives and the lack of parallel system to enable

validation/comparison between organizational effectiveness and employee

performance resulted to low system integrity due to its unreliability and subjectivity

(MC 6, 2012)

Establishing a company’s performance management system is a crucial task

to handle. Employers and employees are living through a period of heightened

economic uncertainty in which the economic crisis has cast a long shadow over

public and private sector organizations. Performance management has its origin in

systems of performance appraisal according to Bach ( 2013).

The Performance Management System according to Valeriano (2012) aims to

maintain and improve the ability of the organization to achieve corporate objectives

through the development of strategies designed to enhance the contribution of

manpower at all times. By having a set of evaluation tools that measure different

group of employees, the tools tend to validate the result of each other.

Based on Memorandum Circular No. 6 (2012) the Civil Service Commission

as the central human resource management agency of the Philippine bureaucracy

is constitutionally mandated to adopt measures to promote morale, efficiency,

integrity, responsiveness and courtesy in the civil service. It is likewise tasked to

institutionalize a management climate conducive to public accountability.

The enactment of Republic Act 7160, otherwise known as the Local

Government code of 1991 transferred powers and functions to the local government
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including delivery basic services. City of San Jose Del Monte can be considered as

part of the fast-growing southeastern cluster of Bulacan both 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 effective service

to the constituents of the city government.

Employers and employees are living through a period of heightened economic

uncertainty in which the economic crisis has cast a long shadow over public and

private sector organizations. Performance management has its origin in systems of

performance appraisal according to Bach ( 2013).

Performance management system implementation normally encounters

difficulties and challenges arising from practical, technical, institutional, political,

social, cultural and environmental factors.

To address the gaps and weaknesses found in previous performance

evaluation systems, the CSC pilot tested the Strategic Performance Management

System or the SPMS. The SPMS strengthened the culture of performance and

accountability in the CSC (MC 6, 2012).

The issuance of SPMS in 2012, which follows the four stage Performance

Managements System cycle: performance planning and commitment, performance

monitoring and coaching, performance review and evaluation, performance

rewarding and development planning. The Strategic Performance Management

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System (SPMS) is a mechanism that links employee performance with

organizational performance to enhance the performance orientation of the

compensation system. It ensures that the employee achieves the objectives set by

the organization (MC 6, 2012).

This study attempts to explore and analyze the effect of implementation of the

new performance management system in the City of San Jose Del Monte Bulacan.

The study is timely because at present the city government encountered some

difficulties in implementing the strategic performance management system. Thus,

performance management should be an important step in the organization’s Human

Resources Management System and influences employee performance and then to

organizational performance.

Theoretical Framework

According to Taneja (2011) Douglas Mc Gregor’s proposed two distinct sets of

assumptions about what motivates people-one basically negative, labeled Theory X

and other basically positive, labeled Theory Y. Theory X indicates the traditional

approach to managerial motivation and control. It represents old stereotyped

(unchanging and monotonous) and authoritarian management style of motivation.

After the challenging the validity of theory X, Mc Gregor developed an

alternative theory of human behavior which is known Theory Y. This theory assumes

that people are not unreliable and lazy by nature. If they are properly motivated, they
 5

could really be creative. The main task of the management is to unleash the potential

in the employees. An employee who is properly motivated can achieve his goals by

directing his own efforts and thus, he can help in accomplishing the organizational

goals.

Moreover, Management by objective directs efforts toward attainable goals.

Setting challenging but attainable objectives promotes motivation and empowerment

of employees. By increasing commitment, managers are given the opportunity to

focus on new ideas and innovation that contribute to the development and objectives

of organizations. Peter Drucker used the SMART Goals acronym SMART (Specific,

Measurable, Acceptable, Realistic and Time-bound). The element Acceptable is

crucial in management by objectives as this is about agreement on the objectives

between the employees and the organization. The management by objectives

principle does not allow management to determine the objectives by themselves.

According to management by objectives, objectives should be clearly recognizable

at all levels and everyone should know what their responsibilities are in this.

Communication is also an important item for consideration when it comes to

expectations, feedback and to giving rewards for objectives that have been achieved

(Mulder, 2010).

Conceptual Framework

The researcher will adapt the Coomb’s Conceptual Model (Input-Process-

Output) to serve as basis in studying the effect of the implementation of the new
 6

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

presents output of the study in which the procedure of individual performance

evaluation system is being understood or not understood by the employees. The

arrows shows the interrelationship of input, process and output of the study.

Figure 2. The Effect of the Implementation of the SPMS

INPUT PROCESS OUTPUT

Implementation of the
Strategic Interview
PerformanceManagement
System Survey

Rewards and Incentives Documentation Implementation of

Level of awareness
Level of compliance
Level of acceptance
Strategic Performance
Documentary review Management System
Program
Analysis and
presentation of data
Conclusions and
recommendation

Feedback

Fig. 2 Paradigm of the Study

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Statement of the Problem

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

Jose Del Monte Bulacan.

Specifically, the study aims to provide answers to the following questions:

1. What is the demographic profile of the employees in the local government of

the City of San Jose Del Monte Bulacan according to:

1.1 Gender;

1.2 Age;

1.3 Civil status;

1.4 Educational attainment;

1.5 Position;

1.6 Salary grade;

1.7 No. of years in service.

2. How do the respondents of the city government assess the implementation of

strategic performance management system implemented in local government

in the City of San Jose Del Monte Bulacan in terms of:

2.1 Level of awareness

2.2 Level of compliance

2.3 Level of acceptance

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3. How do they assess the rewards and incentives, orientation, coaching and monitoring

and guidelines and procedures?

4. Is there a significant linear relationship between the explanatory variables

such as demographic profile of the respondents, rewards and incentives given

to the employee, implementation of the new guidelines for the new performance

management system, and coaching and mentoring, and with the explained

variable, employees performance.

5. Does the explanatory variable have significant effects in the employees

performance when taken as individual variable and as a whole.

6. Is there a significant difference in the perception of the respondents about the

implementation of the New Performance Management System

7. What are the common problems being encountered by the employees in the

implementation of the new Performance Management System? What are

solutions being recommended by the employees in order to solve the problem?

8. From the findings what enhancement measures of the strategic performance

management system can be recommended?

Hypotheses

This study validated the following null hypotheses.

1. There is no significant linear relationship between the explanatory variables

such as demographic profile of the respondents, rewards and incentives given

to the employee, implementation of the new guidelines for the new performance

management system, and coaching and mentoring, and with

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the explained variable, employees performance.

2. The explanatory variables such as demographic profile of the respondents,

rewards and incentives given to the employee, implementation of the new

guidelines for the new performance management system, and coaching and

mentoring, have no significant effects with the explained variable, employees

performance when taken individually and collectively

3. There is no significant difference in the employees performance rating among

the Offices of City of San Jose Del Monte.

Scope and Limitation of the Study

The study will focus on 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. The researcher chooses this study because she feels the need to study the

new strategic performance management system implementation to validate if it is

properly implemented. The locality was chosen because it is 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.
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The data to be collected is limited only to the permanent employees of local

government who belong to rank and file of the City of San Jose Del Monte Bulacan.

Significance of the Study

The results of this study would be of great help to the government, human

resource management, employees and future researcher in the following ways.

This study will help the LGU Administrator of San Jose Del Monte City as

an organization in implementing the most appropriate and effective performance

management system. The management to be able to know the needed interventions

for employee development.

This will benefit the LGU Human Resource Management Officer through

provision of information that will assist in understanding the role of employees in

improving performance and providing a frame work by which they can incorporate

the aspects of employee contributions in managing performance.

This will make the employee of LGU understand the role they will play in order

to achieve organizations mission, vision and objectives.

This study may encourage other researchers who may be directly or indirectly

involved with Performance Management System to conduct similar study in the

agency where they belong.

Definition of Terms

For clearer understanding of this study, the following terms were defined

conceptually.
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Coaching. The method for helping others accomplish tasks and achieve results

Mentoring. It is a conversation or relationship that leads to insight, decisions,

planning and action.

Monitoring. The regular gathering and analysis of data on the status of

achievement of targeted results among organizational units and employees.

Motivation. It is the work a manager performs to inspire and to encourage people

to take required action.

Planning. A logical and systematic approach of formulating the objectives,

programs, policies, procedures, budgets, rules and regulations, and other types of

plans.

Performance. May be defined then as the accomplishment of an employee or

manager’s assigned duties and outcomes produced on a specified job function or

activity during a specified time period.

Performance management. The process through which managers ensure that

employees’ activities and outputs contribute to the organization’s goals.

Performance Evaluation System (PES). It is an evaluation system for measuring

the performance of the second level employees of the government.

Performance Management System. It is tool to improve individual employee

performance, strengthen supervisor-employee relations, apply personnel

policies, and develop a standard of satisfactory performance.

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Performance Review and Evaluation. It is the formal measurement of actual

accomplishments against results identified at the beginning of the performance

period.

Strategic Performance Management System. It is a mechanism that ensures

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.

Training. It is an act of increasing the knowledge and skills of an employee for

doing a particular job. It is an organized activity for enhancing the technical skills of

the employees to enable them to do a particular job effectively and efficiently.

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Chapter 2

REVIEW OF LITERATURE AND STUDIES

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

the research area, and to fully understand the challenges of performance

management system and to identify the types of performance management system.

The Role of Performance Management System

Performance is a systematic management process. In order the process to be

successful, the management ought to adopt a strong administrative mentality. During

this process, the phases of planning, appraisal and development to be actuated

significantly. Strong human resources in the managements can only be achieved

through a strong performance appraisal. In today’s competitive markets, when the

performance appraisals of the managements are oriented to the marketing and the

sales, the motivation of the employees will be focused on the profit targets (Apak,

2016).

Any organization, without careful consideration on the performance of its

employees and likewise implementing effective factors on employees’ performance

in satisfying its client, cannot reach its goals (Dehaghi, 2014)

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Performance management doctrine declares the rules governing the optimum

practice of performance management. Among the key rules are these: goals must

be clear; performance measures must be relevant, actionable, and used for

management purposes, not just for reporting; and executives must engage in

responsible oversight while granting important decision authority to program

managers and supervisors (Ammons, 2015).

Likewise, Corpuz (2013) defined performance management is an ongoing

communication process, undertaken in partnership between an employee and

his/her immediate supervisor. The primary goal of performance management is to

improve organizational performance.

In the same manner Bagul (2014) discussed performance management is the

process through which manager ensure those employee’s activities outputs

contributes to the organization’s goal. This process requires knowing what activities

are desired, observing whether they occur, and providing feedback, managers and

employees meet expectations. In the course of providing feedback, managers and

employees may identify performance and establish ways to resolve those problems.

On the other hand Gifford (2018) explained that performance management is

the activity and set of processes that aim to maintain and improve employee

performance in line with an organization's objectives. It’s strategic as well as

operational, as its aim is to ensure that employees contribute positively to business

objectives. Ideally, performance should be managed holistically, throughout the

range of HR activities and processes. Broadly, good performance management

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revolves around regular, effective feedback on progress towards objectives. It’s

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.

Performance management, when implemented correctly, can create positive

performance outcomes at a drastic rate. Employees should have a clear

understanding of what is expected of them and how their goals will contribute to the

company's overall achievements. Performance expectations should go beyond the

job description and entail a range of expected outcomes (Fallon, 2017).

From the point of view of Jones (2018) performance management is not a

sporadic event but a strategic set of management policies and concrete actions. It is

a systematic process resulting in constantly improving organizational effectiveness.

It contributes to the effective management of individuals and teams in order to

achieve high levels of organizational performance. Performance management

establishes shared understanding about what is to be achieved and what approach

is to be used to integrate and combine different policies and management systems

in the organization so as to achieve the strategic goals. The 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.

Performance management according to Griffin (2018) consists of several tasks.

The most obvious one is feedback for the employee, often delivered in a

performance review. You monitor the employee’s performance, including their

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productivity and successes. Then you supply feedback. You’ll also provide training

opportunities, discuss career goals, and help the employee develop a plan to

improve in areas where they may be underperforming.

Performance management according to Aswathappa (2016) becomes an

integral part of corporate strategy as it serves many organizational goals. Besides

contributing to enhanced performance, performance management helps identify

employees with high potentials, facilitates reward performance equitably and

delineates an employee’s needs for development.

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

known as performance management system (PMS). It elaborates how the

organization aligns the performance management system with the organizational

system and articulates the company business objectives to the individual goals.

The core of performance management is the actual measurement of the

performance of an individual or group. Performance management system (PMS)

comprises the processes and activities involved in performance appraisals (Mc

Shane, 2012)

The challenge for performance management is to understand this behavioral

reality, and eliminate the reinforcers for the undesirable behaviors, and more

importantly and effectively reinforce the desirable behavior. Thus, organizational

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reward system becomes often-overlooked factor in bringing about improved

performance and success (Luthans, 2008).

Often, performance management and performance appraisal are taken to be

the same thing. Both concepts are linked but appraisal are merely one element of

broader of performance management canvass. Essentially, the appraisal is an

activity which scrutinizes overall ability and potential through assessment of

achievements. To be most effective, appraisals must be integrated with the whole

performance management system (Ross,et.al. 2010).

The variety and significance of influencing factors, and their complex

relationships, makes it difficult to get a clear picture of success factors and how to

leverage themduring performance management adoption, implementation, and use

(Bouska, 2015).

Groscurth (2015) stated that to be effective, performance management

requires streamlined processes, accurate and efficient metrics and the frequently

overlooked factor highly talented managers. Because high-talent managers have a

knack for leading, motivating and developing others, they engage their employees

and achieve strong outcomes. Great managers can overcome a broken performance

management process. And for leaders seeking to revitalize their approach, manager

talent is a good place to start.

Ricci (2016) stated that performance management systems can be defined by

these interrelated and independent performance management elements that

influence one another to increase employee and organizational performance in order

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to ultimately enhance organizational effectiveness. Each of the elements can be

present alone and can be considered performance management. However,

performance management systems consist of several performance management

elements that work together to achieve the common goal of improving organizational

performance and effectiveness.

A well designed and installed performance management (PM) system can be

compared to a mature tree that produces a rich harvest of fruits. The development

of a Performance Management System (PMS) in government organisations can be

compared to the growth cycle of a tree. It is a gradual process that needs to be

managed with careful planning and implementation (Pahrodf, 2016).

According to Bach, et.al. (2013) performance management systems are

designed with the assumption that managers within organizations can establish

clear, unambiguous goals which can be broken down into individual components,

are accepted by the individuals concerned and can be easily measured.

Performance Management System is a new strategy that will establish a culture

of performance and accountability in the bureaucracy. A new way of managing

performance in the civil service that serves as an evaluation strategy for assessing

office performance or the collective performance of the individuals within the smallest

operating unit of an organization (Dabu, 2011).

According to Shrivastava (2018) performance management system has

become the backbone of any organization specifically in competitive industries like

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banking, pharmacy etc wherein increasing cut throat competition is new buzzword

and survival of the fittest has become the realities of the day.

An organization’s performance management system plays an important role in

determining its overall level of effectiveness. This is speciallyt rue when the

organization is attempting to employ total quality management. Key elements of a

performance management system include the timing and frequency of evaluations,

the choice of who does the evaluation, the choice of measurement procedures, the

storage and distribution of performance information, and the recording methods.

These elements are used by managers and employees in most organizations

(Griffin, et.al. 2012)..

On the one hand performance management systems exist to measure

performance. But they also exist to develop people and improve performance.

Measuring performance is a backward looking assessment at year end. It's used for

reward decisions, firing people and identifying exceptional performance. The second

is an ongoing, forward looking dialogue between leaders and employees. Coaching

people to achieve more. These problems are distinct and there's a natural tension

between coaching and measurement that we need to recognize (Marsden, 2019).

An effective performance management system not only can help employees

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
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disciplinary actions. To help ensure the process is effective, conduct regular

performance reviews, provide constructive and ongoing feedback and training and

monitoring the performance management program closely. The performance

management process requires setting clear goals, regular and ongoing employee

feedback and firm supervisor commitment (Paires, 2015).

For efficient and effective conduct of the performance management process

Harzing (2015) discussed that, it is critical that organizations train all managers who

are responsible for supervising individuals. The training should familiarize managers

with (a) the performance management process implemented in the 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 management process,

rather than to be treated as passive recipients. Thus, for example, if the organization

provides employees the opportunity for self-evaluation, they should be trained in how

to complete the form objectively, using relevant performance data. In addition,

performance management training can be very helpful in preparing both managers

and employees for a meaningful and productive exchange during feedback meetings

Performance-based rewards have existed since Babylonian days, 4000 years

ago. Popularity has increased dramatically over the past few decades. Many
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employees receive individual bonuses and other benefits for accomplishing a

specific task or exceeding annual performance goals (Griffin, 2012).

Factors Affecting the Performance of Employees

Reward management is concerned with the strategies, policies and processes

required to ensure that the value of people and the contribution they make to

achieving organizational, departmental and team goals is recognized and rewarded.

It is about the design, implementation and maintenance of reward systems

(interrelated reward processes, practices and procedures) which aim to satisfy the

needs of both the organization and its stakeholders, and to operate fairly, equitably

and consistently. These systems include arrangements for assessing the value of

jobs through job evaluation and market pricing, the design and management of grade

and pay structures, performance management processes, schemes for rewarding

and recognizing people according to their individual performance or contribution

and/or team or organizational performance, and the provision of employee benefits.

It should be emphasized that reward management is not just about pay and

employee benefits. It is equally concerned with non-financial rewards such as

recognition, learning and development opportunities and increased job responsibility

(Armstrong and Taylor, 2014).

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Based from the study Odhiambo (2015) an effective appraisal model can

enhance the interest and performance of the employees leading to the completion

of specific targets geared towards attainment of corporate goals.

The SPMS is focused on linking individual performance vis-a-vis the agency’s

organizational vision, mission and strategic goals. It is envisioned as a technology

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

set itself in its strategic plan (MC 6, 2012).

In the Philippine public sector, the Strategic Performance Management System

(SPMS) was institutionalized to tighten the alignment of individual performance goals

to targeted results of the organization, and the national and local governments. It

builds on prescribed SPMS processes to highlight the importance of collecting

performance data and using these for planning and implementing continuous

improvement activities.

In government agencies, the Performance Management Team (PMT) leads 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).
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Coaching is a method for helping others accomplish tasks and achieve results.

Coaching and feedback are powerful tools that can be used in managing

performance. Regular feedback keeps employees involved in monitoring their

progress. If effectively conducted, performance discussions can be a venue for

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 relationships

between supervisors and staff (Pahrodf, 2016).

Noe (2013) defined in his book that a mentor is an experienced, productive

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 advantage

of formalized mentoring programs is that they ensure access to mentors for all

employees, regardless of gender or race. An additional advantage is that participants

in the mentoring relationship know what is expected of them. One limitation of formal

mentoring programs is that mentors may not be able to provide counseling and

coaching in a relationship that has been artificially created.

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

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qualified professionals, enhance diversity initiatives with senior-level management,

and facilitate organizational change efforts. Individuals can also benefit from effective

mentoring programs.

Performance Review and Evaluation is the third process in PMS. It is the formal

measurement of actual accomplishments against results identified at the beginning

of the performance period. Assessment is supported by documentation of

performance collected during monitoring. Feedback on performance is provided to

ensure that employees are clear about the basis for their performance rating

(Pahrodf, 2016).

To make the switch from outdated annual performance reviews to a new

feedback system train your front line. Give managers the tools they need such as

performance management software to initiate frequent and productive conversations

with workers. Make sure managers know why this new approach is important. Teach

your leaders how to engage in real-time conversations that raise performance not

blood pressure. Be consistent. If you're ditching the annual performance review, stay

committed to the new format so employees know what to expect (Brennan, 2016).

To have an effective human resource system for organizations, the use of an

appraisal system which is reliable and accurate is needed. The universal application

of the use of performance appraisal in an organization is necessary to capitalize on

its human resource (Capadosa, 2013).

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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

administered by the organization’s rewarding system. In many ways, these are more

effective because they can readily be given at the right time thereby reinforcing

effective behaviors and good practices.

Moreover, Noe (2013) attributed that poor employee performance may due to

poor management, inefficient technologies, or outdated technology rather than

deficiencies in skill or knowledge. Three ways that training departments will need to

be involved are (1) focusing on interventions related to performance improvement,

(2) providing support for high-performance work systems, and (3) developing

systems for training administration, development, and delivery that reduce costs and

increase employee’s access to learning.

A fully-functioning PMS is closely linked with planning and other human

resource management (HRM) systems. Organizational targets are achieved through

the development and implementation of well-aligned team and individual

performance plans. Strategic HRM promotes the use of performance data to guide

human resource decisions related to staffing (regularization or termination),

promotion, competency development, career management, and rewards, among

others (Pahrodf, 2016).

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Synthesis of the Review Literature and Studies

The review of literature presents that performance management is an ongoing

communication process, undertaken in partnership between an employee and

his/her immediate supervisor. The primary goal of performance management is to

improve organizational performance argued by Corpuz (2013)

According to Esleta (2014) The very purpose of the performance management

system is to improve individual employee performance, strengthen supervisor-

employee relations, apply personnel policies, and develop a standard of satisfactory

performance.

Performance Management Team (PMT) leads 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 organization such as

regional and field offices, departments and divisions. Moreover, regular feedback

and coaching builds trust and confidence essential in fostering productive and

helping relationships between supervisors and staff.

As stated by Pahrodf (2016) 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 administered by the organization’s rewarding system. In many
 27

ways, these are more effective because they can readily be given at the right time

thereby reinforcing effective behaviors and good practices.

Noe (2013) the reason why employee have poor performance may due to poor

management, inefficient technologies, or outdated technology rather than

deficiencies in skill or knowledge. Three ways that training departments will need to

be involved are (1) focusing on interventions related to performance improvement,

(2) providing support for high-performance work systems, and (3) developing

systems for training administration, development, and delivery that reduce costs and

increase employee’s access to learning.

Also, from the point of view of Pahrodf (2016) a fully-functioning PMS is closely

linked with planning and other human resource management (HRM) systems.

Strategic HRM promotes the use of performance data to guide human resource

decisions related to staffing (regularization or termination), promotion, competency

development, career management, and rewards, among others.

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Chapter 3

METHODOLOGY

This chapter discussed the methodology of research, the survey population,

survey instruments, collection of data and statistical treatment of data.

Methods of Research

A total of ninety two (92) composed of males and females were identified as

respondents for the study using proportionate sampling technique. The 92

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

(14), the Budget Office with ten (10), the HRM Office with eleven (11), and Treasury

Office having thirty five (35) respondents.

The data collection was conducted through survey instruments, the

respondents answered/filled-in the researcher developed questionnaire. Aftewhich,

the researcher gathered and processed the responses of identified survey

respondents.

Population, Sample Size and Sampling Technique

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
 29

(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

Treasury Office and were belong to rank and file employees.

The sample size was determined using the Cochrane-Orcutt formula, since this

is concerned in the mean effects of the explanatory variables (independent) to the

explained variable (dependent) using the following formula:

t 2  p (q ) / e 2
n
t 2  p (q )
1 ( )
e2 N

Where:

n = Sample size

t = the value in selected alpha level of 0.025 in each tail = 1.9

p(q) = Estimate of variance

The research paper did not use the Slovin’s Formula since it only applicable

when estimating a population proportion using confidence coefficient of 95 percent

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

inferential problem could yield an unnecessarily high sample size. Indeed, if we had
 30

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 acceptable

margin of error in educational and social research is as follows: for categorical data,

5 percent margin of error is acceptable and for continuous data, 3 percent margin of

error is acceptable.

Table 1

Distribution of Respondent

Department/Office Population Size Sample Size

Accounting Office 30 22
Assessor’s Office 18 14
Budget Office 13 10
HRM Office 14 11
Treasury Office 47 35
Total 122 92

Research Instrument

The researcher used a structured questionnaire answered by the respondent

in The Effect of Strategic Performance Management System in the City Government

of San Jose Del Monte Bulacan. The questionnaire was adapted from the study of

Francis Tlhopheho Sefali (2010) entitled The Impact of Performance Management

System on Accountability in the Public Service of Lesotho, University of the Free

State.
 31

The questionnaire was divided into three parts namely: demographic of the

respondents, such as department/office, present position, length of service age,

gender, civil status and salary grade. In the second part is the implementation of

strategic performance management system .

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 ;

Strongly Disagree (SDA): 1.00.

The third part includes the problems encountered in the implementation of

performance management system and the recommended solutions by the

respondent.

Data Gathering Procedure

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

researcher conducted a pre-test of the questionnaire to at least 10 employees of the

city government of san Jose del Monte Bulacan

Survey questionnaire was given immediately upon approval to the employees

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
 32

enhancement of the tool. Clarificatory questions from the respondents were likewise

acknowledged to enhance the construction and organization of the questions.

After the questionnaire has been revised and approved by the adviser, it was

administered to the respondents.

During the actual administration of the questionnaire, the researcher 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 data

processing, generation and interpretation.

Statistical Treatment Data

The researcher collected, gathered, recorded and interpreted using the

following statistical tools:

1.) Frequency (f) and Percentage (P) was used in describing the respondents’

profile. (Balino et.al., 2014)

The formula is:

P = f/N x 100%

where:

f = frequency

N = total number of respondents

2.) Weighted Mean (WM) was used in describing the composite rating of the

respondents per item (Balino et.al., 2014)

 33

The Formula is:

X = fx
n

where:
X = Sample Mean

fx = Summation of frequency of individuals values

n = Sample size

3.) Regression Model

To find out the effects of the explanatory variables the effects of the

implementation of the Strategic Performance Management System and the

explained variables which are demographic profile of the respondents, rewards and

incentives and incentives given to the employee, implementation of the new

guidelines for the new performance management system, and coaching and

mentoring, have no significant effects with the explained variable, employees

performance effect were grouped based on the following multivariate analysis

equations:

Equation 1 EP  0  1SDP  2 RI  3CM  4 DSMPS   t

where:

EP = Employees Performance

SDP = Socio Demographic Profile

RI = Rewards and Incentives

CM = Coaching and Mentoring

DSMPS= Dummy Variable for Implementation of New SPMS

 34

0 = Constant

1 = Slope

t = Error Term representing other factors

Meanwhile, the analysis of the data through quantitative approach will

use the following statistical tests

Test of Correlation – test for significant relationship between explanatory variable

and explained variable

To measure the correlation between variables, the Pearson Correlation

Coefficient was employed (Balino et.al.,2014). The formula is:

To test for the statistical significant of each regression coefficient, the t-ratio (Balino
et.al.,2014) was used.
 35

where :

t = Value of statistic

(𝛽̂1) = Standard error of the estimate

𝛽̂ = Estimated slope coefficient

Test for the Overall Significance of the Model: F – test

To test for the significance of the coefficients collectively, that is, testing the

hypothesis of no relationship between Y and X, the F-statistic was employed (Amid,

2005). The formula is:

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

estimator of σ2. Substituting these sample standard deviations for σ1 and σ2 provides

the following test statistic when σ1 and σ2 are unknown (Amid, 2005)

( x1  x2 )  D0
t
S12 S12

n1 n1
 36

Chapter 4

RESULTS AND DISCUSSION

This chapter presents the findings of the research made to determine the effect

of the implementation of the Strategic Performance Management System in 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.

Presentation, Analysis and Interpretation of Data

This research focused on determining the effects of the implementation of the

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

being implemented in the city government.

1. Behavior/Profile of the Respondents

Table 2 presents the distribution of the respondent according to their position. As 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.
 37

Table 2

Frequency and Percentage

Distribution of Respondents According to their Position
Departments/Offices
Positions Accounting Assessor Budget HRMO Treasury Total %
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
Administrative Officer V 1 1 1.09
Human Resources Officer 1 1 1.09
Total 22 14 10 11 35 92

Table 3

Frequency and Percentage

Distribution of Respondents According to Salary Grade

Departments/Offices
Positions Salary
Grade Accounting Assessor Budget HRMO Treasury Total %
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
 38

Table 3 presents the distribution of respondents according to their salary 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

Frequency and Percentage

Distribution of Respondents by Office According to Age

Age of Respondent
Department/Office 25 years 26 - 35 36 - 45 46 - 55 56 and
and below above
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

were aged 26 to 35 years old with 39 respondents, followed by those aged 36 to 45

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 that

corresponds 42.39 percent or represents 39 respondents.

 39

Table 5

Frequency and Percentage

Distribution of Respondents by Office According to their Length of Service

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

Table 5 presents the distribution of the respondents according to their total

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

length of service of 1 to 5 years, 22 (23.91%) of the have a total length of service of

6 to 10 years, 7 (7.61%) of the respondents have a total length of service of 11 to 20

years, and 1 (1.09%) of the respondents have a total length of service of more than

30 years .

Based on the figures, most of the respondents were considerably young in

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

aspires great changes in the bureaucracy.

 40

Table 6

Frequency and Percentage

Distribution of Respondents by Office According to their Sex

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

Table 6 presents the distribution of the respondents according to their sex. As

shown in the table, 81(88.04%) of the respondents were female while 11 (11.96%) of

the respondents were male.

Based on the data, majority of the respondents were female while the rest of

the respondents were male.

Table 7

Frequency and Percentage

Distribution of Respondents by Office According to their
Length of Service in their Current Position

Length of Service in Current Position of Respondent

Less than 30 and
Department/Office a year 1-5 6 - 10 11 - 20 21 - 30 above
Accounting Office 17 5
Assessor’s Office 13 1
Budget Office 8 2
HRM Office 9 1 1
Treasury Office 27 7 1
Total 74 16 1 1
Percent 80.43 17.39 1.09 1,09
 41

Table 7 presents the distribution of the respondents according to their total

length of service in their current position. As shown in the table, 74 (80.43%) of the

respondents have a total length of service in their current position of 1 to 5 years.

Furthermore, 16 (17.39%) of the respondents have a total length of service in their

current position of 6 to10 years, while only 1 (1.09%) both in 11 to 20 and 21 to 30

years while none of the respondents have rendered 30 years and above.

Table 8

Frequency and Percentage

Distribution of Respondents by Office According to their Civil Status

Civil Status of Respondents

Single Married Widow Separated
Accounting Office 22
Assessor’s Office 5 8
Budget Office 10
HRM Office 6 4 1
Treasury Office 12 20 2 1
Total 23 64 3 1
Percent 25.00 69.57 3.26 1.09

Table 8 presents the distribution of the respondents according to their civil

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.
 42

Table 9

Frequency and Percentage

Distribution of Respondents by Office According to their
Highest Educational Attainment

Highest Educational Attainment of

Respondent
Department/Offices College College Masteral
Level Graduate Graduate

Accounting 22
Assessor’s Office 4 10
Budget Office 10
HRM Office 2 9
Treasury Office 3 32
Total 9 83
Percent 9.78 90.22

Table 9 presents the distribution of the respondents according to their Highest

Educational Attainment. As shown in the table, 83 (90.22%) of the respondent were

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

the rest of the respondents were College level or undergraduate.

 43

2. Effect of Implementation of SPMS

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
Performance 3.45 3.5 3.9 3.9 3.6 3.67 Strongly
Management Agree
system contents
and requirements
was fully understand
by the employees

Table 10 presents the respondents assessment with regards to the

performance management system training and skills. It shows a general weighted

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.
 44

Table 11
Respondents Assessment on the Implementation of PMS

Verbal
PMS Accounting Assessor Budget HRMO Treasury GWM Interpretation
Implementation
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
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
 45

Table 12
Respondents Assessment on Workplans and Target Settings

WORK PLANS Verbal

and TARGET Accounting Assessor Budget HRMO Treasury GWM Interpretation
SETTINGS
Your supervisor
assist you to
achieve the 3.09 3.5 4 4 3.71 3.66
targets you both
set to achieve
Your work plans
are developed as
joint effort 3.09 3.5 4 4 3.4 3.6
between you and
your supervisor
Review or
appraisal of
performance was 3.9 3.5 4 3.81 3.68 3.78
done jointly by
you and your
supervisor
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
 46

Table 13
Respondents Assessment on PMS Personal Development

PMS and Verbal

PERSONAL Accounting Assessor Budget HRMO Treasury GWM Interpretation
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 Accounting Assessor Budget HRMO Treasury GWM Interpretaion
SUPPORT
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
Monthly 3.71 3.82 3.7 3.65 3.82 3.74
Weekly
Never
Your supervisor
coach you to
improve your 3.81 3.28 4 3.90 3.74 3.75
performance as a
performance
management
system
requirement
Your supervisor
support you to
achieve your 3.77 3.5 4 3.9 3.62 3.76
target
 48

Table 15
Respondents Assessment on Review and Ratings

REVIEW AND Verbal

RATINGS Accounting Assessor Budget HRMO Treasury GWM Interpretation
Your performance
rating is a joint
decision by both 3.86 3.71 4 3.9 3.65 3.82
you and your
supervisor
Filling performance
appraisal and
reviewing 3.81 3.35 3.9 3.81 3.71 3.72
performance are a
tedious processes
in a current
performance
management
system
Performance
reviews conducted
Annually
Semi-Annually
Quarterly 3.7 3.77 3.6 3.9 3,81 3.76
Monthly
Weekly
Never
 49

Table 16

Respondents Assessment on the Recognition and Motivation

RECOGNITION
AND Accounting Assessor Budget HRMO Treasury GWM Verbal
MOTIVATION Interpretation
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
system 3.81 3.5 4 3.81 3.68 3.76
implementation
have adequate
motivation
The officials and
employees
regularly prepare
their individual 3 3.5 4 3.9 3.77 3.63
performance and
commitment
review every six
months
Individual
performance and
commitment is
submitted to 3 3.5 3 3.9 3.77 3.43
comply with the
requirement of the
Civil Service
Commission
Individual
Performance
Commitment
Review is easy to 3 3.28 3 3.81 3.71 3.36
prepare and does
not take much
of employee’s time
 50

Kendall Rank Correlation Test

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

and motivation to employees.

The statistical results was also employed to test the null hypothesis no.1 that

there is no significant linear relationship between the explanatory variables and

explained variable.

As shown in table 1, implementation of the SPMS has significant rank

correlations to the recognition and motivation among employees. The decision is

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

government of San Jose Del Monte, and personnel development have no significant

correlation with the implementation of SPMS.

 51

Table 10

Kendall’s Rank Correlation Test between the

Implementation of SPMS to the Workplan and Target Setting,
Personnel Development, and Personnel Recognitions and Awards

Program Factors Correlations Verbal

coefficient p-value Interpretation

Workplan and Target Setting 0.0251 0.6969 Not significant

Personnel Development 0.0172 0.7835 Not significant

Personnel Recognitions and Awards 0.02164 0.0012 Significant

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

development, and personnel recognition and awards.

In relation to this study, the first hypothesis that there is no significant linear

relationship between some of the explanatory variables such as the level of

implementation of the SPMS program and various explained is REJECTED.

Table below show that all the program factors have no significant effects on the

Implementation of SPMS to the various activities of the organization.

 52

Table 11

Significant Effects of the Implementation of

SPMS to the Various Activities of the Organization

Independent Dependent Test Statistics

Variable Variables
Coefficient t-value Sig.
Implementation Workplan 0.4513 1.48 0.054
Personnel Dev 0.0610 0.48 0.00
Recognition 0.4078 3.78 0.00
Critical Values:
t(160,   0.05)= 1.960t(160,   0.10 )= 1.645

The explanatory variable, implementation of the SPMS, had significant effect

in the organizations activities such as workplan and target setting of the institution,

personnel development, and personnel recognition and awards. This is reflected in

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

Strategic Performance Management System implementation affects the other

activities of the organizations. Moreover, as the level of implementation increases 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

manifest a positive effects.

 53

Table 12

Significant Difference on the Effects of the

Implementation of SPMS to Workplan when Grouped
According to the Demographic Profile of the Respondents

Sum of Df Mean F Sig.

Squares Square
When grouped According to Age
Between Groups 19.25 29 0.6638 0.92 0.5907
Within Groups 44.86 62 0.7236
Total 64.11 91
When grouped According to Sex
Between Groups 0.0016 1 0.00163 0.00 0.9619
Within Groups 64.1125 90 0.71236
Total 64.1141 91 0.70455
When grouped According to Department
Between Groups 2.10 4 0.52 8.54 0.00
Within groups 5.37 87 0.06
Total 7.48 91 0.08
When grouped According to Position
Between Groups 0.78 4 0.05 0.64 0.822
Within Groups 6.70 87 0.08
Total 7.48 91 0.08

In the table above, the computed level of implementation has significant

differences when grouped according to Age, Sex, Position, while, there is significant

difference in the implementation of the SPMS when grouped according to the

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-

value of department variable of 0.00 is less than 5 percent level of significance.

 54

Based on the results, the null hypothesis that there is no significance between

the effects of implementation of SPMS, to workplan when grouped according to the

demographic profile of the respondents is ACCEPTED.

3. Problems encountered in the Implementation of SPMS

Accounting Assessor Budget HRMO Treasury Total Percentage

(%)
Training is limited
to Division Chief 5 3 1 2 4 15 16.30
only
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

4. Suggested Solutions to the Problem Encountered

 To improve performance and superior-subordinate relationship

seminars/workshops must be scheduled quarterly such as leadership training

and team building seminar.

 Rewards especially monetary value must be given to all employees who perform

well.
 55

 Promotion must be based on merit and fitness.

 Seminars on SPMS must be held so that employees could learn the importance

of the system and to eliminate the resistance of some employees.

 56

Chapter 5

SUMMARY OF FINDINGS, CONCLUSIONS, AND RECOMMENDATIONS

This chapter presents the summary of findings, conclusions, and

recommendations from the result obtained in the study.

Summary of Findings

Based on the findings,

 57

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Polytechnic University of the Philippines

GRADUATE SCHOOL
M. H. del Pilar Campus
Valencia St., Sta. Mesa, Manila

February 18, 2019

Hon. Arthur B. Robes

City Mayor
City of San Jose Del Monte, Bulacan

Dear Mayor:

I am Engr. Virginia R. Ramos , an Instructor III of the University of Rizal System.

Rodriguez Campus. Currently. I am a Master‘s Degree student of the Graduate
School of Polytechnic University of the Philippines, Sta. Mesa, Manila and presently
writing my master‘s thesis particularly on the Effects of the Implementation of the
Strategic Performance Management System in the City Government of San Jose Del
Monte Bulacan.

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.

Attached is a sample questionnaire to be used for your perusal.

Your approval is highly appreciated. Thank You and God Bless.

Respectfully yours,

VIRGINIA R. RAMOS
Researcher

Noted by:
 62

RICARDO L. DIZON, MAE

Adviser

SURVEY QUESTIONNAIRE

THE EFFECT OF THE IMPLEMENTATION OF STRATEGIC PERFORMANCE

MANAGEMENT SYSTEM IN THE CITY GOVERNMENT
OF SAN JOSE DEL MONTE BULACAN

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

Depart/Office : __________________________ Salary Grade : ____

Present Position : ________________________
Length of Service : _______________________
Age : ____ Gender : ______ Civil Status: _____
Highest Educational Attainment : ____________________________
How long have you been in your current position? _______________

II. IMPLEMENTATION OF THE STRATEGIC PERFORMANCE

MANAGEMENT SYSTEM QUESTIONS

General Direction:

Please rate the items by checking the appropriate column using the following
Codes.

SCALE RANGE CODE VERBAL INTERPRETATION

4 3.25-4.00 SA Strongly Agree
3 2.5-3.24 A Agree
 63

2 1.75-2.49 DA Disagree
1 1.00-1.24 SDA Strongly Disagree

PERFORMANCE MANAGEMENT SYSTEM 4 3 2 1

IMPLEMENTATION QUESTIONS
A. PMS TRAINING and SKILLS
1. Performance management system
seminar/workshop, training was conducted
before implementation
2. The last time you attended the
seminar/workshop on PMS
- 1-6 months
- 1-7 months
- 1 year ago
3. Performance management system contents
and requirements is fully understand by the
employees
B. PMS IMPLEMENTATION
4. Performance management system
implementation is well planned
5. Performance management system relevant
to your work
6. Performance management system meet
the objectives it was meant to when it was
introduced
7. The current state of the implementation of
performance management system in the city
government of San Jose Del Monte Bulacan
 Very Good
 Good
 Fair
 Poor
C. WORK PLANS AND TARGETS SETTINGS
 64

8. Your supervisor assist you to achieve the

targets you both set to achieve
4 3 2 1
9. Your work plans are developed as joint
effort between you and your supervisor
10. Review or appraisal of performance was
done jointly by you and your supervisor
11. There is a clear performance standard set
for yourself as an employee that you have
attain
D. PMS and PERSONAL DEVELOPMENT
12. Attended seminar/workshop or any form of
training as a result of performance appraisal
recommendation
13. Performance management system
contribute to you career progression and
development
E. FEEDBACK, MONITORING, COACHING
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
 65

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
21. Your current performance management
system provides incentive
 Promotion
 Monetary Value
 PRAISE
22. Performance management system
implementation have adequate motivation
23. The officials and employees regularly
prepare their individual performance and
commitment review every six months
24. Individual performance and commitment is
submitted to comply with the requirement of
the Civil Service Commission
25. Individual Performance Commitment Review
is easy to prepare and does not take much
 66

of employee’s time

III.
1. Problems encountered in the implementation of the strategic performance
management system.

__________________________________________________________
__________________________________________________________
__________________________________________________________

2. Suggested solution to the problem encountered.

__________________________________________________________
__________________________________________________________

Thank you very much & God Bless!

 67

BIOGRAPHICAL STATEMENT

VIRGINIA R. RAMOS

Engr. Virginia Raiz Ramos is currently employed as an Instructor III of the

University of Rizal System, Rodriguez Campus, Rodriguez, Rizal. She finished the

degree in Bachelor of Science in Agricultural Engineering in Central Luzon State

University, Muñoz, Nueva Ecija. She is a licensed Agricultural Engineer and presently

had pursued Masters Degree in Public Administration at the Polytechnic University of

the Philippines, Sta.Mesa, Manila. She spent her twenty years at the Department of

Agararian Reform, Baler, Aurora.

 68

Her thesis entitled “The Effect of the Implementation of the Strategic

Performance Management System in the City Government of San Jose Del Monte

Bulacan which aims to know the level of awareness of the employees.