Republic of the Philippines

Polytechnic University of the Philippines

Sta. Mesa, Manila

QUIZ NO.1
Public Personnel Administration
PUAD20053

Sano, Maria Teresa C.

BPA 2-3
 The Civil Service Commission is known as the central human resource management agency of the
Philippine bureaucracy. It is mandated to adopt measures to promote morale, efficiency, integrity,
responsiveness, transparency, courtesy and public accountability among the employees working in the
government. Its general function includes enforcing Civil Service law and rules, policies, and standards on
personnel management within their respective jurisdiction. In order for the commission to enhance its
function and mandates, it applies practices that can help the office and the employees to achieve their goals.
The first present-day practice is the Strategic Performance Management System (SPMS). This
system is the 7th performance evaluation that the Civil Service Commission has implemented since 1963.
These measuring tool of performance given by the Commission are the following: 1963- Performance
Rating, 1978- New Performance Appraisal System, 1989- Autonomy of Agencies in Developing their
Performance Evaluation System, 1993- Performance Evaluation System, 1999- Revised PES and 360-
Degree Evaluation, 2005- Performance Management System-Office Performance Evaluation System
It has been examined that past performance evaluation tools are focused only on the individual
appraisals which were used for personnel actions given by the offices such as incentives, promotion, and
separation. These things hindered organizational effectiveness and employees’ contribution on the
performance. As a response, Strategic Performance Management System has been created. SPMS gives
positive features compare to the past tools. It is a mechanism that connects individual performance to the
organizational performance to enhance the management’s compensation system. It 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 as its strategic plan.
Its main objectives are to concretize the linkage of organizational performance with the Philippine
Development Plan, Agency Strategic Plan, and Organizational Performance Indicator Framework (OPIF),
to ensure organizational and individual effectiveness by cascading institutional accountabilities to the
various levels of the organization, and to link performance management with other HR systems.
The SPMS has the following basic elements: (1) Goals that are aligned to agency mandate and
organizational priorities- this refers to the performance goals and measurements are aligned to national
development plans, agency mandate, vision, mission, and strategic priorities, and/or organizational
performance indicator framework. Predetermined standards are integrated into the success indicators as
organizational objectives are cascaded down to the operational level; (2) System that is outputs/outcomes-
oriented- SPMS focuses on the major final outputs (MFOs) that contribute to the realization on of the
organization’s mandate, vision, mission, strategic priorities, outputs, and outcomes; (3) Team approach to
performance management- accountabilities and individual roles in the achievement of organizational goals
are clearly defined to facilitate collective goal setting and performance rating. The individual’s work plan
or commitment and rating form is linked to the division, unit, and office work plan or commitment and
rating form to clearly establish the connection between organizational and employee performance; (4) User-
friendly- the suggested forms for organizational and individual commitments and performance are similar
and easy to complete. The office, division, and individual major final outputs and success indicators are
aligned to cascade organizational goals to individual employees and harmonize organizational and staff
performance ratings; (5) Information system that supports monitoring and evaluation- The SPMS promotes
the establishment of monitoring and evaluation (M&E) and information systems that facilitate the linkage
between organizational and employee performance and generate timely, accurate, and reliable information
that can be used to track performance, report accomplishments, improve programs, and be the basis for
policy decision-making; (6) Communication Plan- Establishing the SPMS in the organization must be
accompanied by an orientation program for agency officials and employees to promote awareness and
interest on the system and generate appreciation for the SPMS as a management tool to engage officials
and employees as partners in the achievement of organizational goals.
The Strategic Performance Management System follows a four-stage cycle that underscores the
importance of performance management. First stage is the Performance planning and commitment. In
this stage, success indicators are determined. Success indicators are performance level yardsticks that
consist of performance measures and performance targets. These indicators shall serve as bases in the
preparation of the office and individual employee for their performance contract and rating form. The
second stage is the Performance monitoring and coaching, in which the performance of the office and
every individual shall be regularly monitored at various levels. Monitoring and evaluation mechanisms
ensure that timely and appropriate steps can be taken to keep a program on track, and that its objectives or
goals are met in the most effective manner. Managers and supervisors act as coaches and mentors to provide
an enabling environment/intervention to improve team performance, and to manage and develop individual
potentials. The third one is the Performance review and evaluation
This phase aims to assess both office’s and individual employee’s performance level based on performance
targets and measures as approved in the office and individual performance commitment contracts. Part of
the individual employee’s evaluation is the competency assessment vis-à-vis the competency requirements
of the job. The assessment shall focus on the strengths, competency-related performance gaps and the
opportunities to address these gaps, career paths, and alternatives. The fourth and the last one is the
Performance rewarding and development planning.
In this stage, he results of the performance evaluation/assessment shall serve as inputs for the agency’s HR
Plan, which includes identification and provision of developmental interventions, and conferment of
rewards and incentives.
The SPMS manifests some of the organization and management theories affecting personnel
administration. It exhibits the work of Frederick W. Taylor, the Scientific Management. In his writings,
he pointed out that when the Principles of Scientific Management, along with the sufficient amount of
time given to the employees result to effective production and process. In this type of management, both
the administration and the employees can possibly obtain better results. Taylor also outlined the
management of “initiative and incentive”, in which the management give a very large incentive to the
employees in order to their positive responses- to work hard in the best of their ability and to meet the goas
of the organization.
The SPMS is also inclined to the management classical theories including the work of Max Weber,
the Bureaucracy. On the Characteristics of Bureaucracy, he gave as his first point, he said that “(1) The
regular activities required for the purposes of the bureaucratically governed structure are distributed in a
fixed way as official duties; (2) The authority to give the commands required for the discharge of these
duties is distributed in a stable way and is strictly delimited by rules concerning the coercive means,
physical , sacerdotal, or otherwise, which may be placed at the disposal of officials; (3) Methodical
provision is made for the regular and continuous fulfillment of these duties and for the execution of the
corresponding rights; only persons who have the generally regulated qualifications to serve are employed.”
Luther Gulick noted some of the points that the SPMS have. In his work, Notes on the Theory of
Organization, we can find the “Division of Labor” answering the question “why the management should
divide labor?” It states that men differ in nature, capacity, skill, and specialization. There is a special man
for a specific hierarchy and position. It also affects the Technical Efficiency which is primarily focused on
the aspect of how the authorities directly treated its workmen. The efficiency of an employee may be a great
impact to the efficiency of work of the whole team.
Inclined to the creation of the Strategic Performance Management System, Section 3, Article IX-
B of the 1987 Philippine Constitution mandates the Civil Service Commission (as one of the three
Constitutional Commissions) to “shall establish a career service and adopt measures to promote morale,
efficiency, integrity, responsiveness, progressiveness, and courtesy in the civil service. It shall strengthen
the merit and rewards system, integrate all human resources development programs for all levels and ranks,
and institutionalize a management climate conducive to public accountability. It shall submit to the
President and the Congress an annual report on its personnel programs.”
On 2012, the Civil Service Commission made a Memorandum Circular No. 6 entitled “Guidelines
in the Establishment and Implementation of Agency Strategic Performance management system (SPMS).
This is addressed to All Head of Constitutional Bodies, Departments Bureaus and Agencies of the National
Government; Local Government Units, Government-Owned and/or Controlled Corporations (GOCCs) with
Original Charters; and State Universities and Colleges. The following resolution and administrative order
are included and adapted for the creation of the Memorandum Circular No. 6: Items 1 (d), 4, and 17 (c) of
the Joint Resolution No. 4; Administrative Order No. 241; and Administrative Order No. 25.
 The second present-day practice that the Philippine Civil Service System is manifesting is the
Performance-Based Incentive System for Government Employees. The Performance-Based Incentive
System (PBIS) is a new system of incentives for government employees that is being introduced in FY
2012, per Executive Order No. 80. (1) Under this new system, employees may receive two incentives: The
Performance-Based Bonus (PBB) and the Productivity Enhancement Incentive (PEI). The PBB is a top-
up bonus that is given to employees based on their performance and contributions to the accomplishment
of their Department’s overall targets and commitments. (2) This will be on top of the PEI current annual
incentive distributed to employees across the board. The amount available for PEI bonuses will depend on
savings incurred by the national government. Performance-Based Bonus will be given to employees based
on their contribution to the accomplishment of their Department’s overall targets and commitments. Under
the PBB, units of Departments will be ranked according to their performance. The personnel within these
units shall also be ranked. The ranking of units and personnel will be based on their actual performance at
the end of the year, as measured by verifiable, observable, credible, and sustainable indicators of
performance.

There are questions that are frequently asked by the employees. One of the many questions is that
“why do the office should give PBB if there are many bonuses?” Bonuses are given uniformly to all civil
servants, regardless of their performance. In some cases, this incentive system has even been abused. As a
solution to this abuse, there is a new introduced system that will focus on service delivery and reward the
best in the bureaucracy through incentives that correspond with the performance of employees and their
offices. A reward for an exemplary work can inspire public employees and servants to perform better. This
will be a motivation for the workers to perform well and be a great contribution for the organization’s goal.
It seeks to transform the accountability of both agencies and employees. When the public servants are
motivated and still doing their jobs efficiently, the Filipinos can be served effectively and meaningfully.

This system is aligned to the theory of General Principles of Management that was written by
Henri Fayol. He gave 14 principles of management that embodies rules and procedures that the organization
is adapting for its flexibility and functions. Remuneration (Principle of Management No. 7), has three (3)
methods of payment. These are: (1) It shall assure fair remuneration; (2) It shall encourage keenness by
rewarding well-directed effort; (3) It shall not lead to over-payment going beyond reasonable limits. Under
the remuneration, he briefly examined the modes pf payment given to the workers. These modes are Time
rates, Job rates, and Piece rates. These three modes of payment may or may not be combined to the giving
of bonuses, profit-sharing schemes, payment in kind, and non-financial incentives. Fayol states that
Bonuses sought to arouse the worker’s interests in the smooth running or work in the organization. This
serves as an incentive in the nature of doing the job beyond the description and limit.
 Performance-Based Incentive System also manifests the Neoclassical Theories about organization
and management like Psychologist Abraham Maslow’s “A Theory of Human Motivation”. In the
introductory part of his work, it is stated that “Motivations Theory is not synonymous with behavior theory.
The motivations are only one class if determinants of behavior. While behavior is almost always motivated,
it is also almost always biologically, culturally and situationally determined as well.” Meaning to say,
motivations theory is a formulation of positive theory that will satisfy the theoretical demands of a situation
particularly, the organization itself if it will be applied to the personnel management. Looking for a decent
job in order to support yourself financially, to make money for your necessities such as food, shelter and
clothes is an example of Physiological Need- it is found at the bottom part of the pyramid in which showing
Maslow’s Hierarchy of Needs.
The third and last present-day practice is the Leadership and Coaching Program. Its goal is to
maximize employee’s potential through a culture of coaching in the workplace. Coaching is a process that
allows an individual to discover their own ‘best fit’ and own ‘best self’. The coach does not provide
solutions but assists the staff/individuals find the solutions themselves to perform better, improve their craft,
meet or even yet exceed their targets toward the delivery of efficient and effective public service. A good
structure for coaching follows the GROW model initiated by John Whitmore stands for Goals,
Opportunities Reality, and Way Forward. These four things define as: Goals- The coachee tells his/her
coachee what it is that he/she wants to achieve; Reality- The coachee describes the current situation and/or
challenges that he/she is facing; Opportunities- The coachee determines his/her perceived solutions or
remedies for the current situation; and Way Forward- The coachee decides on an option that he/she shall
execute to overcome the present challenge. To be specific, coaching is one hundred percent driven by who
is its coaching. It benefits coachees by raising awareness (“knowing what is going on around you” and
“knowing what you are experiencing”). Coaching also encourages responsibility and independent thinking.
Along with the Coaching, the Civil Service Commission also establish the “Leadership Brand”.
The main goal of this is to establish culture of coaching within the organization. It is summed up in the
phrase “Coaching for Integrity and Excellence”- that was derived from its desires image of being known
for people and organizational integrity and excellence. There are seven (7) competencies that should be
remember by the aspirant leaders: (a) Thinking Strategically
Ability to direct and establish short- and long-range plans and calculate and manage risks based on future
or emerging trends and outcomes of decisions to achieve CSC goals; (b) Leading Change
Ability to initiate and facilitate change and motivate people to embrace it; (c) Building Commitment-
Ability to inspire and create an environment that encourages positive interaction and collaboration among
members of CSC; (d) Developing People- Ability to plan and support an individual’s or team’s skills and
abilities so they can fulfill current and future responsibilities effectively; (e) Managing Performance-
Ability to provide timely and relevant feedback to individuals or groups in order for them to take action
and improve their performance; (f) Coaching for Results- Ability to nurture learning and growth; (g)
Partnering and Networking- Ability to build, develop, and utilize collaborative relationships with local
and international partners to facilitate the accomplishments of CSC goals.
Memorandum Circular No. 12 “Leadership Competency Framework and Schedule of Fees for the
Leadership and Management Certification Program (CPro) of the Civil Service Commission”, mandated
that “The CPro, administered by the CSC, is an alternative mode of satisfying the qualification standards
for division chief and executive/managerial positions where the educational requirement is a master’s
degree, provided the other requirements are also met. A Leadership and Management Certificate shall be
issued to a candidate who has sufficiently shown to have acquired the following five (5) Leadership
Competencies: 1) Thinking Strategically and Creatively; 2) Leading Change; 3) Building Collaborative,
Inclusive Working Relationships; 4) Managing Performance and Coaching for Results; and 5) Creating and
Nurturing High Performing Organization.” It is pursuant to the Civil Service Commission Resolution Nos.
1500615 (Leadership Competency Framework) and 1500616 (Policies on the Leadership and Management
Certification Program), promulgated on 25 May 2015. The MC No. 12 also states that the Certification
Program has two (2) tracks, the Training Track and the Recognition of Prior Learning (RPL) Track.
Training Track refers to candidates undergo a ten-day Leadership and Management Development Course
which thereafter requires the development and implementation of an Action Learning Project (ALP) within
ninety (90) days after the training. In the ALP, the candidates are expected to demonstrate leadership and
management competencies in the five (5) areas mentioned above, while the Recognition of Prior Learning
(RPL) Track is an option available to employees performing supervisory or managerial positions who
already possess the above-mentioned competencies needed for leadership and management certification.
The candidates under the RPL Track shall skip the ten-day Leadership and Management Development
Course. However, they are required to take the Pre-Qualifying Tests which include a two-hour multiple-
choice test, and a one-hour essay test both covering the five (5) leadership and management competencies.
After passing the Pre-Qualifying Tests, they shall go directly to portfolio building based on their previous
real-life work experiences.
In an organization, good leadership is one of the important thing that matters. Everyone can be a
leader, but it does not mean that everyone can show effective and good leadership. Good leadership brings
organizational development. Leadership may influence the behavior of the employees around you, it may
help them to fulfill their needs. Directing, dividing work and commanding employees are also in line to
leadership. It is clearly stated in Fayol’s Unity of Command in his work General Principles of Management,
that the employer should receive orders from one superior only. It also manifests the importance of
hierarchy in an organization. This principle is somewhat confusing from the Unity of Direction. Unity of
Direction is expressed as “one head and one plan”, explains as the organization and the employee have the
same objectives. “Unity of direction is provided for by sound organization of the body corporate, unity of
command turns on the functioning of the personnel. Unity of command cannot exist without unity of
direction, but does not flow from it”, (Pitman, 1916)
The Leadership and Coaching Program manifests the management theory of Luther Gulick. In his
work “Notes on the Theory of Organization, he came up with his three (3) points of ideas. Organizational
Patterns discusses the difference and relationship of the work and view of the authority and the worker. It
is equally connected to the employee and the employer. It is stated in the theory that the authorities think
that the organization works from top down, while others work from the bottom up. “This is perfectly natural
because some authorities are interested primarily in the executive and in the problems of central
management, while others are interested primarily in individual services and activities”, (Gulick, 1937). as
a positive response to the problem that arises in the Organizational Patterns, it has been suggested to make
things clearer about what does the authority do. In Organizing the Executive, Gulick together with Lyndall
Urwick came up with a systematic framework named POSDCORB- that can be used for efficiently
executing managing processes in an organization, particularly for the authorities. POSDCORB stands for
Planning, Organizing, Staffing, Directing, Coordinating, Reporting, and Budgeting. Henri Fayol says in
his Industrial and General Administration, that those people who know administration intimately will find
the analysis given above as a valid and helpful pattern specially to the chief executive of the organization.
Good practices in the Philippine Civil Service System directly affects the services being offer to
the public. It manifests the satisfaction and need of the people and shows development in the field of giving
services on the individual.
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