PERFORMANCE APPRAISAL SYSTEM OF LOCAL GOVERNMENT UNITS: (A)

THE CASE STUDY OF STRATEGIC PERFORMANCE MANAGEMENT

SYSTEMS IMPLEMENTATION IN THE PROVINCE OF RIZAL

A Thesis Proposal Presented to

the Faculty of the Graduate School

University of Rizal System

Pililla, Rizal

In Partial Fulfillment

of the Requirements for the Degree

Master in Public Administration

MARIA CRISTINA LAURENTE BIASCA

October 2021
 TABLE OF CONTENTS

Page

TITLE PAGE i
TABLE OF CONTENTS ii
LIST OF TABLES iv
LIST OF FIGURES v

Chapter

1 The Problem and its Background

Introduction 1
Background of the Study 5
Scope and Limitation of the Study 8
Statement of the Problem 10
Hypothesis/Assumptions 11
Theoretical Framework 12
Conceptual Framework 15
Definition of Terms 16

2 Review of the Related Literature and Studies

Age 23
Sex 26
Level of Position 31
Length of Service 35
Municipality Affiliation 39
Performance Planning and Commitment 42
Performance Monitoring and Coaching 46
Performance Review and Evaluation 50
Performance Rewarding and Development Planning 52

ii
 Office Performance Commitment & Review 57
Individual Performance Commitment & Review 62

3 Research Methodology

Methods of Research Used 68

Setting of the Study 69
Subject of the Study 70
Procedure of the Study 74
Sources of Data 75
Sampling Design and Sample 75
Construction of the Instrument 76
Validation of the Instrument 76
Administration of the Instrument 76
Data Gathering Procedure 77
Statistical Treatment 78

REFERENCES 79
APPENDIX A - GANTT CHART OF ACTIVITIES 95
CURRICULUM VITAE 97

III
 LIST OF TABLES

Tables Page

1 Population Index of the Local Government Units 72

In the Province of Rizal

2 Total Population of Employees in the Province of Rizal 73

by Sex (Source: CSC, IGHRSv2.0 as of August 31,
2021) and the sample size of the study

IV
 LIST OF FIGURES

Figures Page
1 Conceptual Framework of the Performance 17
Appraisal System of Local Government
Units: The Case Study of SPMS Implementation
In the Province of Rizal

2 Map of Rizal Province 71

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CHAPTER 1

THE PROBLEM AND ITS BACKGROUND

Statement introducing this chapter.

Introduction

Human resources are regarded as a significant asset of an organization or

an agency (Who said this?). Their significance lies in the fact that the success of

an entity is tied to the competence and effectiveness of the people who work in

the organization. To measure these qualifications regularly, management set up

a performance appraisal system. This system ensures not only the quality of

performance but also the liaison of accomplished outputs and outcomes which

flowed from the organization’s vision and mandate or reason of existence. The

success of an appraisal system relies on the people who are responsible for

implementing it. (source)

In Philippine bureaucracy, the Civil Service Commission (CSC) as the

central personnel agency of the government, has implemented numerous

performance evaluation and appraisal systems. After being conferred with the

status of a department by Republic Act 2260, the Commission has provided

guidelines in developing a system of performance rating that would measure the

performance of government employees through CSC MC No. 6, s. 1963.

Through the years, these appraisals have evolved many times keeping up with

the trends and filling up the gaps and weaknesses of the appraisal system. In

1978, the New Performance Appraisal System (NPAs) was implemented through

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Memorandum Circular (MC) No. 2. This appraisal was based on Peter Drucker’s

Management by Objectives (MBOs) system where it focused on key result areas

(KRAs) alongthe dimensions of quality, quantity, and timeliness. It measures

employees’ performance and attitude in the workplace. MC No. 12, s. 1989

provided simple guidelines to authorize government agencies to create their

performance appraisal system. Internally, the commission adopted a system

called MORE (Management by Objectives and Results Evaluation) in which the

accomplishments, performance, and behavior are monitored every week. The

Performance Evaluation Systems (PES) was amended in 1993 through MC No.

12 objectifying a standard rating system although it is similar to its predecessor

that measured the same indicators.

In 1999, MC No. 13 was issued to introduce the 360-degree evaluation, a

rating system in which appraisal of performance and attitude comes from self-

evaluation as well as observation and comments of their subordinates, peers,

supervisors, and clients. This circular required each agency to create its

Performance Evaluation Review Committee (PERC) whose task is to establish

the agency’s performance standards. This evaluation system has been too

complex for the employees. On such note, the CSC issued MC No. 13, s. 2001

giving discretion to the agency heads to utilize the approved PES or devise their

own based on a combination of the old PES and the revised performance

evaluation system. In 2005, the Performance Management System-Office

Performance Evaluation System (PMS-OPES) was implanted to align individual

performance with the organization’s goals. This emphasized the importance of

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linking the performance management system with national goals of that time

such as the Medium-Term Philippine Development Plan; Organizational

Performance Indicator/Framework (OPIF) and Major Final Output (MFO).

After its pilot test in 2011, the CSC introduced the Strategic Performance

Management System (SPMS) 2012, which incorporates the positive features of

the past appraisal structure. This was to address the gaps and weaknesses

found in the previous evaluation system. SPMS associated the individual

performance of an employee with the agency’s vision, mission, mandate, and

strategic goals. This system however also links the performance management

system with other human resource structures.

More studies about performance management system---local and foreign studies

—this will inform the reader the significance of this study.

The legal mandates related to the issuance of SPMS are the following:

Senate and House of Representatives Joint Resolution No. 4 s. 2009 (Joint

Resolution Authorizing the President of the Philippines to Modify the

Compensation and Position Classification System of Civilian Personnel and The

Base Pay Schedule of Military and Uniformed Personnel in the Government, and

for Other Purposes); the creation of an inter-agency task force to harmonize

national government performance monitoring, information, and reporting system

was created in 2011 through Administrative Order No. 25. This task force

developed the Results-Based Performance Management System (RBPMS) that

established a common set of performance scorecards; CSC MC No. 6, s. 2012

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which provided guidelines in the establishment and implementation of the

agency’s SPMS; Executive Order No. 80, s. 2012 (Directed the Adoption of

Performance-Based Incentive System for Government Employees); and CSC-

Department of Budget and Management (DBM) Joint Circular No. 1, s. 2012

(Rules and Regulations on the Grant of Step Increments Due to Meritorious

Performance and Length of Service).

On November 12, 2012, before the researcher’s employment to the local

government unit (LGU), the Municipal Government of Teresa has submitted its

SPMS Guidelines to the CSC. Accordingly, it served as a core management tool

that will provide a scientific and verifiable basis in assessing the agency’s

performance as well as the collective performance of individuals or employees

emphasizing strategic alignment with the LGU’s mandate with the day-to-day

operations. In the early months of the researcher’s engagement with the Human

Resource Management Office (HRMO), a comprehensive orientation of the key

players, i.e., the Local Chief Executive (LCE), Performance Management Team

(PMT), department heads, and individual employees were undertaken. Series of

workshops and meetings have been done to clearly define each other’s

responsibilities and functions in the system. Over the years, the other parts of

the SPMS Cycle (Performance Planning and Commitment, Performance

Monitoring & Coaching, Performance Review & Evaluation, and Performance

Rewarding & Development Planning) have lost their existence and have not been

observed. Employees, even Department Heads have submitted their self-rated

OPCR/IPCR to Planning and HRM offices as part of their compliance. The

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essence of the performance appraisal system itself has been misplaced.

(Source)

I DON’T SEE ANY GAPS!

In response, this research offers a large-scale analysis of the SPMS

implementation with other municipalities and cities in the Province of Rizal. The

problems and challenges they have encountered over the period they have been

using the SPMS as their performance appraisal system and what course of

actions they have implemented to minimize these challenges. What are these

gaps?) This is where you can explain the gap which is the basis of your study—spell out

to. Be your theoretical framework as your reference.

This study will conduct benchmarking among the implementations of the

different local governments within the province. The gained perceptions will

hopefully contribute to the improvement of the performance appraisal system of

the Municipal Government of Teresa, Rizal.

Background of the Study

The Philippine government is the largest manpower agency in the country,

according to the CSC’s Inventory of Government Human Resource Systems

(IGHRSv2) as of August 2021, a total of 1,755,424 careers and non-career

personnel are currently employed in the government, distributed among the

different national agencies, government-owned and controlled corporations, state

universities and colleges, local water districts, and local government units. In
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Region IV alone, a total of 200,822 career-level personnel (see Table 2) is

reported in the inventory comprising of 43,421 1 st level and 151,401 2nd level

employees respectively. The Rizal Province comprises 13 municipalities and

one component city, employs a total of 4,071 career service personnel out of

which 2,717 are 1st level and 1,354 in 2nd level.

With the directives issued by the Executive Branch of the government, the

local government units formulated their core management tool which would

meaningfully and objectively link employees’ performance with that of the LGUs’

vision, mission, and strategic goals. It is a method of professionalizing the ranks

and instilling a genuine sense of involvement, accountability, and shared

ownership. The SPMS follows the Four-Stage performance management cycle

framework, first, Performance Planning & Commitment where the success

indicators are identified. Success indicators refer to the characteristics, property,

or attributes of achievements, accomplishments, or effectiveness in the fulfillment

of work plans for the year. These shall consist of performance measures and

targets. Performance measures are level yardsticks computed through units of

work measurement according to the employees’ function. Target setting also

called the major final output arises from the strategic objectives, core, and

support functions of the office. Both the office and the individual employee must

set the target and indicate it in the OPCR/IPCR.

The second cycle is Performance Monitoring and Coaching. This is the

phase where the raters/department heads monitor the work activities of

employees and the progress of work output. The emphasis is essentially on the

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critical function and strategic shift of supervisors as the frontrunners of

developmental planning, with an emphasis on the strategic role of being an

enabler/coach/mentor rather than a mere evaluator. At this level, supervisors

should fully carry out the intervention in enhancing the potentials of every

employee under them. The third phase in the cycle is the Performance Review

and Evaluation. This phase aims to assess the office performance level if it is in

parallel with the major final output set in the planning and commitment stage and

individual employees’ performance level if it is aligned with the office committed

targets and measures as approved in the performance contracts. The rater

should objectively determine the gaps between the actual and desired

performance. The last phase of the cycle is Performance Rewarding and

Development Planning. In this process, the head of office or supervisor shall

discuss with the employee the assessed strengths, competency-related

performance gaps, and the opportunities to address these gaps, career paths,

and alternatives. The result of the which shall serve as inputs to the progressive

interventions and the basis for rewards and incentives.

Over the years of implementation, the SPMS as an instrument of

performance appraisal has been confronted with challenges concerning

interpretation, credibility, and compliance. In one municipal government in Rizal

alone, OPCR/IPCR submitted by offices and employees depleted the purpose of

this appraisal system. After the identification of the outputs that should be

accomplished by the departments/offices which was aligned with the

goals/objectives of the LGU, there has been no update or upgrade on the

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indicators that may parallel with the changing times, resulting in self-rated

OPCR/IPCR submitted by respective department heads and employees. The

SPMS cycle ended with the submission of the stated forms. The researcher is

wondering if the same is true with other LGUs in the province.

The SPMS is one of the criteria for one LGU to be eligible with the

Performance-Based Bonus (PBB). In the Joint Memorandum Circular of the

Department of Interior and Local Government (DILG) and the Department of

Budget Management (DBM) No. 4, s. 2020 (Guidelines in the Grant of PBB for

Officials and Employees of LGUs for Fiscal Year 2020) Section 3, stated that the

performance appraisal of the agency should be aligned with the CSC-approved

SPMS. In addition to that, to be eligible with PBB, an LGU must pass minimum

local governance standards such as Seal of Good Local Governance (SGLG),

attain at least medium compliance on the functionality of Local Development

Councils as of stated date, and passer of Good Financial Housekeeping. An

LGU must have the most current and updated Citizen’s Charter and sustained

compliance with audit findings. It is important to note that while the provision of

PBB to LGUs is not required, it must be implemented through an enrollment

process. The Inter-Agency Task Force on Harmonization of National

Government Performance, Monitoring, Information, and Reporting Systems has

released an updated list of eligible LGUs for PBB as of August 13, 2021, and

only the municipalities of Angono, Binangonan, Tanay, and Taytay are eligible to

receive the PBB out of the province's 13 municipalities and one component city.

It is perceived that due to the strict and rigid qualifications of the guidelines stated

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above, employees are demoralized (Source) in the opposite of what should be

expected.

Scope and Limitation

This study will analyze the performance appraisal system of the local

government units in the province of Rizal through SPMS. The socio-

demographic profiles, level of implementation, and level of compliance with the

performance appraisal system by the respondents will be taken into

consideration as the basis of the analysis.

The general objective of the study is to analyze and benchmark SPMS

implementation of the municipal governments in the province of Rizal for the

guidance of other LGUs in the province. (Why benchmarking in the SPMS in the

province? Was there any LGUs awarded in PRIME in the Rizal)

The researcher will conduct a province-wide analysis for 13 municipalities

and one component city in the Province of Rizal. As of August 2021, per CSC’s

IGHRSv2, the province employs 4,412 career service personnel out of which

2,717 are 1st level and 1,354 in 2nd level. ( Relevance of this data)

The research will be conducted in the second semester of School Year

2021-2022 (?) to give the researcher ample time for the preparation of the

documentary requirements such as permits to conduct research and the

instrument tools. Should cover the rating periods.

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This research is descriptive and evaluative in design. Descriptive in the

sense that it will focus on the present condition of the performance appraisal and

evaluative because it will assess the implementation of the process from the

eyes of the major key players of SPMS. Data will be gathered using researcher-

made questionnaires that will analyze the level of perception of the

respondents on the implementation of the SPMS cycle such as Performance

Planning and Commitment, Performance Monitoring and Coaching, Performance

review and Evaluation, and Performance Rewarding and Development. In

addition, the researcher will also investigate the level of compliance of

employees concerning OPCR for department heads and IPCR for individual

employees. For an in-depth study, the researcher will conduct interviews with

the selected employees on the problems that they have encountered during the

implementation of the SPMS in their respective municipalities. Who are the

respondents? Are they qualified to evaluate? What instrument? How do you

prepare your instrument)

Statement of the Problem

This study will aim to analyze the performance appraisal system of the

local government units and the SPMS implementation in the province of Rizal.

Specifically, the study will attempt to answer the following questions:

1. What is the socio-demographic profile of the respondents in terms of?

1.1 Age;

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1.2 Sex;

1.3 Level of position;

1.4 Length of service; and

1.5 Municipality affiliation.

2. What is the level of implementation of the LGU on the SPMS cycle with

respect to?

2.1 Performance Planning and Commitment;

2.2 Performance Monitoring and Coaching;

2.3 Performance Review and Evaluation;

2.4 Performance Rewarding and Development Planning.

3. What is the level of compliance of employees with respect to?

3.1 Office Performance Commitment and Review (OPCR);

3.2 Individual Performance Commitment and Review (IPCR).

4. Is there a significant difference in the level of implementation and level of

compliance of SPMS (based on the demographic profile of the

respondents?) perceived by the respondents in terms of (variables)

5. How does the level of implementation affect the level of compliance of

local government units’ employees (?) (see your title, you said units) on

SPMS implementation in the province of Rizal?

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6. What are the problems encountered in the implementation of SPMS in

their respective municipalities?

7. What possible action/intervention may be proposed based on the research

findings?

Hypothesis

The study will analyze the level of implementation of SPMS based on the

perception of the respondents and their level of compliance. Given the main

objective, this study will specifically test the following hypotheses: (Delete)

1. There is no significant difference in the level of implementation and level

of compliance of SPMS concerning demographic profile;

2. The level of implementation does not affect the level of compliance of local

government units’ employees on SPMS implementation in the province of

Rizal.

Theoretical Framework

THERE IS NO THEORETICAL FRAMEWORK here!? You may use theories in

service management, or TQM.

If you are a combination of TF, state clearly in the beginning of your sentence. Also,
explain why use a combination of TF?

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Illustrate the flow-chart of your TF showing the flow in arrows.

This study is based on the foundation of the three motivational theories of

performance as its theoretical framework. The first theoretical foundation is the

Goal-setting Theory presented by Edwin Locke in 1960. This theory states that

goal setting shares a direct relation to task performance. In an in-depth study of

this theory, Lunenberg (2011) in his study has stated that the most effective

performance is equated when goals are specific and challenging; when they are

used to assess performance and conjoined to feedback on results and establish

commitment and acceptance. The SPMS cycle begins with Performance

Planning and Commitment where during the initial stage of the performance

period, the local chief executive meets with department heads and staff to concur

on the outputs that should be accomplished of the Office derived from

goals/objectives of the organization. These achievements, accomplishments, or

effectiveness in the fulfillment of work plans for the year are called success

indicators. The major final outputs arising from strategic objectives, core, and

support functions of the office shall be indicated as targets aside from the Office

commitments explicitly identified under each strategic priority/initiative. The two

forms used for target setting are the OPCR for offices and IPCR for individual

employees.

The second theoretical foundation of this study is the Control Theory of

Performance Management System. This theory helps in supporting the

performance management system by delineating forms of control between the

organization and systems within. As indicated by Barrows & Neely (2012), the

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operation of all systems should be in unison with the overall goals and objectives

of an organization Control theory has three types of systems; behavior control,

output control, and input control. Monitoring and evaluation of employees’

actions fall under behavior control; the performance of an employee is controlled

with rewards or sanctions after evaluating it based on the basis of organizational

standards is the case of output control. Chetty (2016) cited Krausert’s (2009)

opinion that in the input control system, the competencies of employees are

essential in the growth and development of an organization. Out of these

systems, organizations can use any type of control or combination of both.

Relating this framework to SPMS, the control theory falls in the category of

Performance Monitoring and Coaching and Performance Review and Evaluation

stages. The monitoring and coaching stage focuses on the critical function and

strategic shift of the supervisors/department heads as front runners with an

emphasis on the strategic role as coach/mentor rather than an evaluator.

Assessment of both the office and the individual employees’ performance is done

at the performance review and evaluation stage and is based on the target set at

the initial stage of the cycle. The coach/mentor factually determines the disparity

between the actual and the desired performance.

The last fundamental theory of this study is the Expectancy Theory of

Performance Management System. It was proposed by Victor Vroom of Yale

School Management in 1964. This theory states that the passion to perform in a

particular manner is contingent on the amount of expectation that will follow.

Organizational rewards or work outcomes are independent of the individual

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performance of the employee (Parijat & Bangga, 2014). Eisenberger (2011),

acknowledged that expectancy theory is functional in almost all types of

organizations using in all facets of the employment correlation with the main

focus on monitoring employee’s performance and relating it to the desired

outcome and that the qualified employees must be rewarded for their outstanding

performance. This theory is related to the 3 rd and 4th cycles of SPMS -

Performance Review and Evaluation and Performance Rewarding and

Development Planning respectively. Through these cycles, the immediate

supervisor shall assess individual employees’ performance based on the

commitments made at the beginning of the rating period. The immediate

head/evaluator shall signify subjective comments, observations, and

recommendations in the IPCR to include behavior and critical occurrences that

may be considered for other human resource development purposes. The results

will provide the basis for identification and provision of interventions needed,

based on the developmental needs such as promotions, rewards, incentives, or

citations.

What are the variables in the theoretical framework—state these variables clearly
in sentence statement.

Conceptual Framework

Explain all the Independent Variables that you got from your Theoretical Framework and
what other variables did you add? And where did you get the added variables, and why
did you choose these variables? Explaining this will clarify the use of your Conceptual
Framework. Due to the uniqueness of the study on “______”, the researcher added the
following variables as described by an author.

Mediating variables must all be spelled out in your illustration.

Your proposed intervention should an arrow outside the Dependent Variables.

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Based on the theories presented, the researcher presented a conceptual

paradigm of the study. The first frame consists of the inputs to the study such as

socio-demographic profiles of the respondents such as age, sex, level of

position, length of service, and municipality affiliation. The level of perception of

the LGU employees with respect to the Four-cycle of SPMS such as

Performance Planning & Commitment, Performance Monitoring & Coaching;

Performance Review & Evaluation, and Performance Rewarding & Development.

The level of compliance to SPMS with respect to OPCR and IPCR’s performance

indicators, outputs, and ratings. The problems that the LGU employees

encountered during the implementation of the above-stated cycle.

The second frame is the process of the study to gather and analyze the data

gathered which includes the development and validation of the researcher-made

questionnaires. There are two types of questionnaires used in the study, for

gathering quantitative data and for the interviews. Next is the administration of

these researcher-made questionnaires, gathering of data, interviews, and the

analysis and interpretation.

The last frame is the output where the analysis of the SPMS

implementation of the municipalities in the Province of Rizal and the proposed

benchmark for its implementation.

The arrows indicate the flow of the study, the inputs are processed to

come up with the output. Feedback is for the use of future research as input.

Definition of Terms

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This study includes keywords and concepts that were introduced even in

the early sections of this Chapter and will be discussed thoroughly in the

following chapter. To assist the readers to understand what is being presented,

the following terms are either conceptually and/or operationally defined:

Age. The length of time the respondents have existed in life since birth.

Appraisal. It is defined as an evaluation or assessment. It is the

assessment of the performance of the LGU and its employees based on SPMS.

Benchmarking. It is a mode of recognizing existing standards based on

the provision or requirements of law. It also involves identifying and comparing

practices, in this study, of local government units.

Bureaucracy. An administrative group of non-elective officials in the

government. They are also called public or civil servants.

Individual Performance Commitment and Review. It refers to the

performance management tool required to be submitted by an employee. It

includes his/her commitments to achieving office goals and objectives, as well as

accomplishments at the end of the rating period.

CONCEPTUAL FRAMEWORK MODEL

INPUT PROCESS OUTPUT

1. Socio-demographic
 Development  Analysis of
profile
1.1 Age and Validation SPMS
1.2 Sex of Researcher- Implementation
1.3 Level of Position made in the Local
1.4 Length of questionnaires Government
Service Units in the
 Administration
18 Province of
1.5 Municipality
Affiliation of Researcher- Rizal
2. Level of Implementation made
2.1 Performance questionnaires  Proposed
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FEEDBACK

Figure 1

Level of Position. This refers to classes of positions in the career

service appointments. (E.O. No. 292 - Book V/Title I/Subtitle A/Chapter 2 -

Coverage of the Civil Service. July 25, 1987). The first level shall include clerical

trades, crafts, and custodial service positions that require less than four years of

collegiate studies and involve non-professional or subprofessional work in a non-

supervisory or supervisory capacity. The second level shall include professional,

technical, and scientific positions that require at least four years of college

education and involve professional, technical, or scientific work in a non-

supervisory or supervisory capacity.

Length of Service. The duration of service in the government.

Major Final Output. Refers to goods and services primarily delivered to

the general public through the implementation of programs, activities, and

projects. (CSC Organizational Performance Indicator Framework Guide, 2012).

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Municipal affiliation. Refers to the municipality where the respondents

are currently working as civil service personnel.

Office Performance Commitment and Review. Refers to the principal

document used to consolidate the performance commitment and evaluation of

the office.

Performance Appraisal System. A systematic evaluation of the

performance of an employee on the tasks assigned in the organization to be

used as a basis for rewards and/or incentives.

Performance indicator. The performance characteristics (quality,

quantity, timeliness, and cost) will demonstrate the standard of performance

(Civil Service Commission,2012).

Performance Monitoring and Coaching. It is the stage where the

performance of the office and every individual employee shall be regularly

monitored at various levels (CSC, Guidebook on Strategic Performance

Management System, 2013).

Performance Planning and Commitment. The first stage of SPMS.

During this stage, success indicators are determined and will serve as a

foundation in the offices, as well as individual employees' preparation for their

performance contract and rating form (CSC, Guidebook on Strategic

Performance Management System, 2013).

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Performance Review and Evaluation. This phase aims to assess the

performance levels of both offices and individual employees based on the office

and individual performance commitment contracts' approved targets and

measures (CSC, Guidebook on Strategic Performance Management System,

2013).

Performance Rewarding and Development Planning. The last stage of

the cycle includes the identification and provision of developmental interventions

and the conferment of rewards and incentives (Guidebook on Strategic

Performance Management System, 2013).

Sex. Category of respondents based on their reproductive functions; male

or female.

Strategic Performance Management Systems. It is a mechanism that

links employee performance to organizational performance in order to improve

the compensation system's performance orientation (CSC MC No. 6, s. 2012).

Success Indicators. These are performance level standards consisting

of performance measures and targets (CSC, Guidebook on Strategic

Performance Management System, 2013).

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 Chapter 2

REVIEW OF RELATED LITERATURE AND STUDIES

This chapter expounds on the notable related literature and studies that

include reading materials such as books, articles, thesis/dissertations, and

available papers that contain information on the topic presented. Discussion and

critical analysis were contemplated for the readers to fully comprehend the topic

of the study.

DILGENTLY ADD ALL VARIABLES!

State the variables followed. By your exhaustive (at least 3-4) literature that

supports each of the variables of your studies)—Do this to all your variables---

MOST IMPORTANT PART IN CHAPTER 2.

This Gap should ALSO BE stated earlier in your Background of Study). I DID NOT

SEE HOW THE LITERTAURE OR STUDIES SHOW THE GAP ANALYSIS.

Remember that the CF variables is the reason for your research. Without the IV,

there is NO research.

Performance appraisal is a systematic assessment of individuals' talents

to better understand their potential for future growth and development (Juneja,

P., 2015). According to a blog page ("How Performance Helps Improve

Employees Performance?", n.d.), organizations recognize the importance of

employee performance to their overall success. Employee performance can be

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aligned with organizational goals using this process. The appraisal system aids

the organization in identifying key performing resources as well as areas for

improvement. Johnson (2018) stated that although it is one of the most

important, it is one of the aspects of management that is frequently mismanaged.

In one of his studies, Daonis (2012) described the performance appraisal

system as an essential tool for measuring an organization's framework for its

employees and it is used to track individual contributions and performance

against organizational goals to plan and develop the company's future. There is

widespread agreement that performance appraisal can benefit organizations

(Kim, T., & Holzer, M., 2016). Human resource managers have traditionally

prioritized

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employee performance. As a result, a variety of performance appraisal systems

have been developed to support the established employees' performance

(Idowu, A., 2017).

However, there are many challenges with the performance appraisal as

cited by Ncube (2016) in his study that it must be effective in improving or

maintaining employee performance; otherwise, it is considered to be a waste of

time and money spent on development and implementation.

In a local setting, the emphasis given on individual performance

recognizes that its measurement is a critical factor in defining an organization's

success or failure (Adriano & Estimada, 2014). In Capadosa’s (2013) paper, he

cited the arguments of Desler (2008) which stated that to have an effective

human resource system, organizations must use a reliable and accurate

appraisal system. However, Villaganas et. al, (2017) contended that the

performance appraisal reflected both positive and negative workplace realities.

The Variables

The variables to be used in this study are the sociodemographic profile of

the respondents (i.e., age, sex, level of position, length of service, and municipal

affiliation) and the four stages of the SPMS namely, performance planning and

commitment, performance monitoring and coaching, performance review and

evaluation, and performance rewarding and development planning. Also, the

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variables that are dependent on the aspects stated above are office performance

commitment and review and individual performance commitment and review.

Age

Many countries around the world are experiencing rapid demographic

changes, such as an aging workforce and the entry of a new generation of

employees, known as Millennials. Generations X and Y are getting older, and

birth rates are declining, resulting in a workforce that is increasingly made up of

older workers and fewer younger workers (Bal & De Lange, 2015). The

disproportionate aging of populations in many countries around the world is a

once-in-a-lifetime occurrence in human history. It has a significant impact on the

working population and, as a result, on the age structures in businesses. This is

since such population aging usually results in disproportionate aging of

employees in organizations, while there are fewer and fewer young people

available in the employment/work sector. Furthermore, the proportion of people

of working age in the population as a whole is decreasing (Schlick, et. al, 2013).

Usop, et. al (2013) has stated that the relationship between age and work

performance may be a matter of concern, growing significance over the next

decade. Many people believe that as they get older, their work performance

deteriorates. Kunze, et. al (2011) has declared at the onset of their study that

there is an advent of perceived age discrimination in any organization and this is

an important trigger for the overall performance. Previously, Salthouse (2012)

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proposed that there is an interesting gap between the competencies of older

adults assumed based on everyday observations and their competencies. The

laboratory results tend to portray older adults as clearly inferior to young adults

on several ostensibly basic cognitive abilities, even though we are all aware of

competent, if not remarkable, accomplishments of people well into their 60s, 70s,

and beyond. These results have been agreed upon by Chung, et. al (2015) in

their studies that it cannot be stated that older workers with more experience

always have greater workability, as it tends to increase as cognitive ability

improves. As the average age of the workforce in many countries rises, more

attention is being paid to group-level differences in job performance between

younger and older workers (Ng & Feldman, 2013). In the study of Bertolino, et.

al (2013), they have indicated that older and younger workers were perceived

differently in terms of certain personality traits and organizational citizenship

behavior. These perceived differences reflected actual age-related differences in

the majority of cases.

Arteche, et. al (2020) have specified that working retirees have adequate

job competence as well as strong physical and mental capacities. There is a link

between working retirees' physical and mental functioning and their job

competence. Maintaining physical and mental capacities is critical for continuing

to provide high-quality work performance after retirement. Warr (2020), also

declared that rated job performance is unrelated to age in general; overall

absenteeism is higher among younger employees; accidents are more common

at younger ages, and staff turnover decreases with age.

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In the local setting, age discrimination makes it difficult for older Filipinos

to find work. Employers' hiring practices include arbitrary age requirements that

prevent older people from being hired. Similarly, some employers impose early

retirement due to an employee's advanced age. According to consultations with

older people and civil society, age discrimination persists in the country, despite

the passage of Republic Act No. 10911, also known as the Anti-Discrimination

Act of 2016. The Philippines has set a mandatory retirement age of 65 years, and

retirement at 60 years of age is common practice in private companies and

organizations. Advocates argue that the retirement age cap should be voluntary

rather than mandatory. Older people want to keep working because it gives them

the confidence to fight for their autonomy and independence, as well as to

support their families, who are still either directly or indirectly dependent on them

(Human Rights Commission of the Philippines, 2021).

Labor Secretary Silvestre H. Bello III has signed Department Order No.

170 which includes stipulations that are applicable to all employers, publishers,

labor contractors or subcontractors, and labor organizations, whether registered

or not. This is to promote equal employment opportunities for all. Unlawful acts

include, but are not limited to, printing or publishing, or causing to be printed or

published, any notice of advertisement relating to employment suggesting

preferences, limitations, specifications, and discrimination; requiring the

declaration of birth date during the application process; declining any

employment application; promotion or opportunity for training; forcible layoff and

imposing early retirement based on age (Department of Labor and Employment,

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2017). In July 2018, the number of people in the Philippine labor force was

reported to be 43.0 million (1.8 million are considered senior workforce) out of a

total population of 71.6 million people aged 15 and up (Philippine Statistics

Authority, 2019).

For the reason of aging populations and workforces, developed countries

including the Philippines, are paying close attention to the occupational safety

and health (OSH) of older workers. Demographic trends, combined with rapid

changes in work organization and technology, necessitate working conditions

and an environment that allow older workers to remain productive and bring their

experience and skills to bear (Occupational Safety and Health Center

Philippines, n.d). In Philippine bureaucracy, government employees who reach

the mandatory retirement age of 65 years may request a six-month extension of

service under certain conditions and can be extended for another six months for

meritorious situations and when it is for completion of the 15 years of service

required under the Government Service Insurance System (GSIS) Law for a

maximum of two years (CSC Memorandum Circular No. 21, s. 2020).

Sex

 Humans are classified into two groups: males and females. Their

differences are not only in physical structure or gender but most importantly in

how the brain works. Male and female brain functioning differ, and these

differences can affect how they work and how they respond to problems at work

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(Abun, et. al, 2019). According to Maamari & Shouweiry (2016) although both

males and females are affected by the same emotional intelligence factors, they

are affected differently and at different levels. We can see that females have

higher emotional ratings of others than males. Furthermore, we can see that

how females regulate their emotions has a significant impact on their job

performance, whereas how males regulate their emotions has a minor impact.

On the contrary, males' use of emotions has a greater impact on their job

performance than females'. As a result, men and women have different levels of

emotional intelligence.

In terms of leadership, Duff (2013) has stated that women are socialized

to norms of communal support in ways that men are not. Female leaders should

be more likely than male leaders to use a servant leadership style. The World

Bank (2011) posits in their study that women are trapped in low-productivity, low-

pay jobs as a result of persistent gender segregation in the labor market, and

even positive economic development is insufficient to change this. Women are

unreasonably concentrated in small farms or small businesses worldwide, over-

representing unpaid workers and the informal sector, and they infrequently rise to

positions of power. In their study of leadership between genders, Odhiambo, et.

al (2018) added that institutions should strive to increase female employee

representation in leadership positions not just to comply with affirmative action

policies, but also as a positive gender diversity practice. Joshi et al. et al. (2018)

acknowledge that the percentage of men in an occupation, as well as the

complexity of the jobs performed by employees, aggravated the male-female

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performance and reward gap. Women performed equally well in highly

prestigious occupations but were paid significantly less than men. They were

able to close the gender gap in rewards and performance evaluations only with a

greater representation of female executives at the industry level.

In the field of medicine, it was found out by Miao, et. al (2017) that male

doctors had considerably higher monthly salaries, longer working hours, more

monthly night shifts, longer continuous working hours, and long years of service

at current facilities, whereas female doctors had marginally higher hourly wages

and longer years of service. Female doctors, on the other hand, demonstrated

superior overall job qualities. Only satisfaction with remuneration compared to

workload, the chance of promotion, and the working environment showed

significant and marginally significant gender differences. Females, on the other

hand, reported higher levels of satisfaction with their overall job satisfaction and

factors such as working environment sub-aspects, remuneration relative to

workload, promotion potential, use of subjective initiative, and sense of

accomplishment.

Furthermore, Asio and Jimenez (2020) found that female employees have

more optimistic work-related attitudes toward client organizations than male

employees. Other studies have negated these presumptions and professed that

while the study discovered that men and women continue to be graded higher in

their stereotypical dimensions, one gender does not consistently receive higher

performance ratings than the other. This was true regardless of whether the job

performance aspect was more communal, whether the job was managerial or

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non-managerial, or the proportion of men or women who traditionally occupied a

specific job (Hatch, 2016); and that can exhibit both high and low levels of work

engagement when performing their respective duties and responsibilities

(Deligero & Laguador, 2014). Anumaka & SSemugenyi (2013) postulated that

male and female employees are entitled to equal compensation for work of equal

value and equal access to promotion and training opportunities and that there is

no dependable evidence that women and men experience different levels of job

satisfaction (Usop et. al, 2013). Nufable (2017) also added that when employees

are grouped based on their related factors, there are no significant differences in

their job performance.

One of the most prominent issues being tackled when sex and/or gender

is being discussed is gender discrimination. It occurs when employers prefer to

hire men over equally qualified women when faced with a choice between the

two. David et. al (2018) discussed in their paper that the global goal of achieving

gender equality, which includes ending all forms of discrimination against women

and girls and ensuring their safety, is significant to achieving the Sustainable

Development Goals (SDGs). Its achievement means that everyone, regardless

of gender, has the opportunity to reach their full potential. This entails providing

equal opportunities for men and women in education, paid employment, and real

decision-making power, whether in the private or public sectors. An article of the

United Nations Development Programme (2014), addressed gender equality as a

fundamental human right and a prerequisite for poverty eradication and national

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social and economic development. The principle of basic human rights calls for

all individuals to have equal civil, political, economic, social, and cultural rights.

Throughout the last decades, various groups have studied gender equality

in the Philippines. In a study of the Asian Development Bank (2013), they

confessed that increasing job opportunities and decent work for women is critical

for inclusive growth and for advancing a country's economic and social

development. This approach to achieving economic and social wealth is based

on credible academic and statistical evidence, and it is becoming more widely

accepted by international and national financial and development organizations

around the world, including in Asia. However, attitudes toward providing decent

work to men and women alike, regardless of ethnic origin or social class, remain

ambiguous, complex, and contentious, because the issue touches on deeply held

societal values in interpersonal relations, culture, religion, economics, and

politics.

An article by THE ASEAN POST (2019), reported that gender equality is

still a top priority in the Philippines, with policies in place to address equal

opportunities in careers, recruitment biases, and flexible work arrangements.

The country is also one of the few with a gender provision in its constitution, as

well as one of the first signatories to the United Nations (UN) Convention on the

Elimination of All Forms of Discrimination Against Women (CEDAW) in 1979.

The Bureau of Working Conditions under the Department of Labor and

Employment has released the Workers Basic Rights which include stipulations of

equal opportunities for all. Male and female employees are entitled to equal pay

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for equal work, as well as equal access to advancement and training

opportunities (BCW, 2017).

Level of Position

The level of position in an organization sometimes refers to the hierarchy

within a company as the chain of command. The chain of command, in

particular, establishes the hierarchy of power in decision-making and

accountability. The person at the top of the chain of command bears the most

responsibility within the organization and thus has the final say in decision-

making. With each step down the chain of command, the level of power in

decision-making and responsibility decreases. The chain of command is

established to clarify each employee's role and to whom they report. Most

businesses depict the chain of command in an organizational chart. An

employee only reports to the person directly above him or her in the chain of

command. Surpassing a higher-level employee to communicate or report to a

higher-level employee goes against the company's organizational philosophy

(“Business Terms”, n.d.). According to Crumptom (2013), having an

organizational structure that aligns with the mission and objective is critical, and

utilizing the elements of creating those structures is required to reach full

potential. Job design, departmentation, delegation, the span of control, and chain

of command are typical basic elements. Having a strong and proper chain of

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command, regardless of how the organization is structured, will provide

increased benefit during difficult financial periods. Although the chain of

command has been an accepted norm from time immemorial, from traditional

institutions to other types of institutions, it was not officially accepted as a tenet at

the time. However, the concept became institutionalized to improve

communication and, as a result, increase responsibility and accountability in the

system or organization (Asita & Alasomuka, 2019).

In the study of Mahmood et. al (2012), the chain of command is referred to

as one of the salient features of classical management theories. This theory is

distributed in three levels: top management - this level of management is

commonly referred to as administration. It consists of a board of directors, a

general manager in business organizations, a president, rectors, vice-

chancellors, and Deans in universities, and so on. This level of management is

responsible for developing long-term strategic plans to meet the organizations'

objectives; middle- level management - this level of management is located

between the top and bottom levels of management. Its responsibilities include

coordinating supervisory activities and developing policies and plans following

top-level management's strategic plans. Head of a department, deputy and

assistant directors, deputy and assistant controller exams, deputy registrars,

District education officers, assistant education officers, and headteachers of the

department in education; first level or supervisory management - during this

phase, policies and plans are put in place. Day-to-day activities are closely

monitored

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In the local setting, Executive Order No. 292 Book V/Title I/Subtitle

A/Chapter2-/Subtitle A/Chapter 2-Coverage of Civil Service/Section 8, defines

the class of positions in the civil service. The first level shall include clerical,

trades, crafts, and custodial service positions that require less than four years of

collegiate studies and involve non-professional or subprofessional work in a non-

supervisory or supervisory capacity. The second level shall include professional,

technical, and scientific positions requiring at least four years of college work up

to the Division Chief level that involves professional, technical, or scientific work

in a non-supervisory or supervisory capacity. Except as otherwise provided

herein, admission to the first two levels shall be through competitive

examinations open to both inside and outside the service members who meet the

minimum qualification requirements. Positions in the Career Executive Service

will be covered at the third level. Entry to a higher level does not necessitate

prior qualification at a lower level. The Career Executive Service Board will set

the requirements for admission to the third level.

According to Bello (2012), despite growing concern about business ethics,

unethical practices persist in corporate organizations. Corporate leaders make

decisions that result in a lack of trust in the organization's leadership as well as a

lack of commitment to the organization's goals. Corporate business leaders are

expected to be "strong characters" and role models for their employees;

otherwise, the organization's goals may be jeopardized. Mathieu, et. al (2016)

added that employee well-being, job satisfaction, and organizational commitment

may be influenced by apparent supervisor leadership. According to the findings

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of the study of Kim & Brymer (2011), executives' leadership is related to middle

managers' job satisfaction and affective organizational commitment. Middle

managers' job satisfaction is evidently related to organizational commitment, but

this does not always translate into their willingness to go the extra mile. Xu and

Thomas (2011) added that leadership behaviors are linked to employee

engagement in a variety of ways.

Cailler (2014) stated that leadership is now thought to have four

components. The first component is idealized influence, which occurs when

leaders accentuate a collective vision and earn employees' respect and trust

through their actions. Second, inspirational motivation occurs when leaders set

high expectations for their employees, thereby providing challenge and meaning

to their roles and responsibilities. Third, individualized consideration occurs

when leaders pay close attention to each employee's needs by acting as a

mentor or coach. Intellectual stimulation is the final component. Leaders in this

component promote rational thought, challenge the status quo, and, ultimately,

creativity and innovation. Literature shows that leaders have a significant

influence on their subordinates. In the services sector, the importance of

leadership style grows because it has a direct impact on economic development.

As a result, the development and growth of the services sector ensure overall

national economic growth, particularly in developing countries (Asrar-ul-Haq &

Kuchinke, 2016).

Supervisors are significantly more engaged at work and are less likely to

leave than line-level employees. Employee positions have a significant

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moderating effect on the relationship between absorption and job satisfaction, as

well as the relationship between dedication and intention to leave (Lu et. al,

2016). Vast research is still being conducted as asserted by Johannesse & Chou

(2017), to determine the factors that cause people to leave their jobs, and to

date, there has been limited and broad consistency in findings. There are

numerous reasons why people leave their jobs in search of better opportunities.

Job anxiety, a lack of loyalty to the organization, and job dissatisfaction are all

common reasons for resignations. According to Praveen's (2018) findings, job

satisfaction differs between managerial and non-managerial employees. The

difference in job satisfaction occurs in the areas of sense of accomplishment,

peer relationships, and work schedule, whereas factors such as job attachment,

organizational support, physical work environment, rewards, and recognition

have no bearing on the difference. In recent times, as Bakotić (2016) stated that

managers prefer to have satisfied employees who feel good about their

workplace; collaborate with people who are enthusiastic about their jobs.

Workers with a high level of job satisfaction generally enjoy their jobs; they feel

justice in the workplace and believe that their jobs provide them with benefits

such as variety, challenge, good pay and security, autonomy, pleasant

coworkers, and so on. Workers who are happy at work will devote private time to

their work activities, they will be creative and committed, they will look for a way

to overcome any obstacles that may arise in the performance of their duties, and

they will assist their colleagues and superiors.

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Length of Service

The term length of service or job tenure refers to the number of years an

individual has worked at a given job and/or an organization. It is a critical

variable that influences various employee attitudes in organizational settings,

such as job satisfaction and intention to leave (Maden, 2014). The length of

employees' experience is a key factor influencing decisions about human

resource management in many organizations. Employees with more tenure, for

example, are frequently retained during periods of consolidation, while those with

less are laid off. The assumption underlying personnel decisions is that

individuals who have been in one or more positions with a company for a longer

period of time than other employees are more productive.

Ng & Feldman (2013) postulated in their study that as one's knowledge

and skills grow with time, so will one's job performance. As job tenure increases,

employees are more likely to become bored and dissatisfied with their jobs. This

claim was negated by Phytanza & Burhaein (2020) stating that the longer they

tend to work and the more experience they have, the better their performance will

be. One's productive age also has an impact on job tenure. Someone who is still

productive has a higher level of productivity than someone who is older and has

physical limitations. On the other hand, excessive job tenure without promotion

and variation in work will make someone uninterested in doing a specific job.

Tiraieyari & Uli (2011) added that employees who stay with an organization for a

longer period of time are thought to gain more job competency and, as a result,

perform better than employees with less tenure. Individuals with long tenure are

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expected to outperform those with short tenure. This could be because

employees with a longer tenure may bring qualities such as experience to the

job. The significant moderating effects of organizational tenure highlight the fact

that employees with longer tenure and social competencies will be better able to

improve their overall job performance.

In terms of task performance, a study by Raghavan & Janardhanan (2019)

showed that employee tenure has an effect on performance, but tenure does not

improve performance in the presence of psychological empowerment. Leader-

member exchange as stressed by Kim, et. al (2015), showed an indirect and

positive relationship with psychological empowerment and job performance such

that as tenure increases, the positivity becomes weaker. Tenure does not

appear to have the same reliability in its relationship with job satisfaction. The

psychological consequences of increasing service in a given job are likely to be

more dependent on the characteristics of the work situation (Usop, et. al (2013).

Different work-related factors are critical in influencing job satisfaction and

maintaining good performance (Manzano, et. al, 2021), thus affecting the intent

to stay in the organization. One of the factors is the treatment of the

management to its employees. Fair/unfair treatment will likely affect the

satisfaction/dissatisfaction of workers and their intention to be

engaged/disengaged with the organization (Abun, et. al, 2020). This has been

supplemented by Rai (2013) in a study that there is a relationship between

organizational justice and job satisfaction, commitment, and turnover intention of

employees.

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In the Philippines, labor contractualization has long been an

argumentative issue. A word like "Endo" has become prevalent in the labor’s

vernacular. It is a shortened version of the "end of contract" and is used to refer

to the final termination of contractual employment (Cristobal & Resurreccion,

2014). It is referred to by Paqueo and Orbeta (2016) as the unjust termination of

non-regular employees in order to avoid the legal requirements that apply to

regular employees. Endo, on the other hand, is only one of two sides of the

issue; the other is labor-only contracting, which violates workers' rights to security

of tenure, self-organization and collective bargaining, and peaceful concerted

activities (EO No. 51, s. 2018). Labor-only contracting is an arrangement with a

contractor or sub-contractor who recruits workers for a certain project and they

become liable to all the rightful claims of the workers. In the bureaucracy, a

Joint Circular from the CSC, COA & DBM has been issued (JC No. 1, s. 2018)

allowing government agencies to hire new Job Order (JO) and Contract of

Service (COS) workers, as well as renew existing JO and COS contracts, until

December 31, 2020. The transition period was extended in order to avoid

impeding public service delivery. These JO and COS, under the law, have no

employer-employee relationship with the government agency and some agencies

have a greater number of these categories than their plantilla positions.

In an overall scenario, Cloutier, et. al (2015) stressed that employee

retention is critical for an organization's stability, growth, and revenue. This can

be achieved through the implementation of four strategies. First and foremost,

effective communication should be promoted. Second, make an effort to hire a

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diverse workforce. Third, hire people with the necessary skills. Finally, provide

employees with opportunities for growth and training. Without properly

implemented employee retention strategies, the organization may face high

employee turnover rates. The bottom line is that increased employee tenure

benefits the organization's overall performance.

Municipal Affiliation

Municipal affiliation is where an employee is closely associated with a

certain municipality or for a broader perspective, an organization. For this

purpose, it is connected with the working environment where one employee

spends a third of his day working. De Guzman & Teng-Calleja (2018) have

acknowledged that employees have become more critical and selective about the

workplaces in which they work. It appears that factors such as compensation and

security are no longer sufficient to make a company a great place to work. Their

study indicated that the nature of work, the work environment, organizational

culture and direction, coworker relationships, relationship with supervisor,

compensation, benefits, and rewards, and developmental opportunities are

important dimensions that foster positive workplace perceptions. In addition, the

study identifies positive employee attitudes shaped by working in a great place.

Employee morale, productivity, and engagement are all influenced by the

workplace environment, both positively and negatively. Chandrasekar (2011)

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has acknowledged that the majority of industries' work environments are

hazardous and unhealthy. Poorly designed workstations, inappropriate furniture,

a lack of ventilation, inappropriate lighting, excessive noise, insufficient safety

measures in fire emergencies, and a lack of personal protective equipment are

examples of these. People who work in such environments are more likely to

contract occupational diseases, which harm employee performance. This has

been corresponded by Foldspang et. al (2014) stating that physical working

conditions are a significant statistical predictor of productivity. According to

Naharuddin, et. al (2013), employee performance is notably influenced by job aid

and the physical workplace environment.

In addition, Bacong & Encio (2017) stated that employees always want to

feel like they are contributing to the company's goals, which necessitates

continuous learning, improved communication, and equitable benefits. In their

study, respondents agreed that the environment and interpersonal relationships

in their respective departments are friendly and cooperative. A strong working

relationship among the company's employees can deliver good quality and high

performance. Narag (2018) has added that it is critical to ensure that employees

are satisfied and interested in their jobs. If the reasons for employees'

dissatisfaction are identified, more efforts can be made to improve their working

conditions and make them more satisfied, because when people are satisfied

with their jobs, they will unconsciously perform their jobs more carefully and will

be pleased as a result. Employees place a high value on the workplace

environment. Employees nowadays may have a plethora of employment options,

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so the workplace environment becomes a critical factor in accepting and/or

retaining jobs. The level of motivation, subsequent performance, and productivity

of employees may purely be determined by the quality of the workplace

environment (Leblebici, 2012).

Organizations in the modern era face several challenges as a result of the

dynamic nature of the environment (Raziq & Maulabakhsh, 2015). One of the

many challenges that a business faces are satisfying its employees to cope with

the ever-changing and evolving environment, achieve success and remain

competitive. To increase employee efficiency, effectiveness, productivity, and job

commitment, the company must meet the needs of its employees by providing

good working conditions. Jain & Kaur (2014) also stressed that workplace social

relationships can be influenced by the work environment, as can the relationships

between colleagues, supervisors, and organizations. It describes the surrounding

circumstances in which employees collaborate. An attractive and supportive

work environment attracts people into the organization while also allowing them

to perform well. Furthermore, supportive work environments create conditions in

which employees' knowledge, skills, and competencies can be put to use

(Oswald, 2012).

Omair et. al, (2019) has discussed that organizational output is heavily

influenced by workers' working conditions, such as workload, physical, dealings,

job timings, and so on. Special attention and effort are required, specifically on

the factors of working environment, and team and coworker relationship, as they

have a significantly higher impact on employee engagement and thus employee

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performance. Organizations must prioritize creating a positive work environment

for their employees and promoting programs that foster peer relationships (J., A,

2014). Massoudi & Hamdi (2017) stated that the quality of an employee's

working environment may simply determine his or her motivation, subsequent

performance, and productivity. Employees' satisfaction with the organization

affects their error rate, level of innovation and collaboration with coworkers,

absenteeism, and, ultimately, the length of time they stay on the job. It was also

stressed by Matabaran (2018) that motivation and work efficiency have a strong

relationship, implying that motivated employees are more likely to produce high-

quality output and perform well at work.

In today's business world, the most important factor is keeping an

employee satisfied in the workplace environment. Today's workplace is unique,

diverse, and ever-changing. Workers live in a growing economy with nearly

limitless job opportunities. This convergence of factors has created an

environment in which the company requires its employees more than the

employees require the company (Ajala, 2012). Companies require employees

with excellent skills and capabilities, as well as expanded knowledge and

experiences, due to high turnover rates and resignations. Concerning that

supposition, excellent employees are now as scarce as diamonds, owing to rising

needs and desires (Rosalejos, et. al, 2017).

Performance Planning and Commitment

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Strategic planning provides a clear and concise roadmap for strategy

design, implementation, and measurement (Kenny, 2012). According to Dizon,

et. al, (2018), the measurement system is critical for tracking individual

performance and its contribution to overall goals. Furthermore, by cascading

accountability to the entire agency, department, and employees, a factual basis

for performance targets is created. Employees perform to the best of their

abilities when they understand why they are working and how their efforts help

the organization move forward, rather than when they are performing isolated

tasks. This gives employees a better understanding of their role in the

organization, the impact they are having, and the level of performance that is

expected of them. When employees see this alignment in a transparent goals-

based framework, they become more engaged and motivated with the larger

organization's purpose, which leads to improved performance (“How

Performance Helps Improve Employees Performance?”, n.d.).

While it is true that SPMS requires proof of actual performance as the

basis of performance rating, CSC Chairperson Alicia dela Rosa-Bala explicated

in an article interview at contactcenterngbayan.gov.ph, (2019), that it is more

than just documentation and accomplishments; it is a system that aligns the

employee's performance with the goals and objects of the organization, ensuring

that everyone contributes to the overall success of the agency. Goals indicate

and direct an employee as to what must be done and how much effort must be

expended (Lunenburg, 2011), which indicates organizational commitment. A

strong organizational commitment results in high job performance and

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satisfaction, active participation, and motivation to work with people and the

company. Committed employees demonstrate members' loyalty and trust in the

organization (Buenviaje, 2016). As discussed by Steers and Lee (2017),

employee commitment and organizational climate have an impact on the

effectiveness of an effective appraisal system.

Performance planning and commitment begin with a question about the

organization's purpose and how well it is achieving that purpose (Plachy &

Plachy, 2021). In a “Managers Manual” released by the Department of

Education Division of Bataan (2018), At the onset of the performance period,

supervisors and subordinates agree on (1) the objectives to be met and (2) the

required competencies based on the organization's strategic priorities. Ratees

will then develop their Key Result Areas (KRAs) and objectives. Following that,

there will be a discussion of the Performance Indicators and measures. Three

dimensions must be used to measure these KRAs. In CSC’s (2013) “Guidebook

on the Strategic Performance Management System”, these dimensions are (1)

Quality (Q) means doing the right things. It refers to the extent to which

objectives are met as intended and issues are addressed with a high level of

excellence. Acceptability, meeting standards, client satisfaction with services

rendered, accuracy, completeness or comprehensiveness of reports, creativity or

innovation, personal initiative are all part of it. (2) Efficiency (E) is the degree to

which goals are met with the least amount of time or resources. Efficient

performance is relevant to tasks or frontline services (i.e., issuance of licenses,

permits, clearances, and certificates). It consists of the following components:

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Response time is standard. The number of requests/applications acted on

outnumbers the number of requests/applications received. Optimal resource

utilization (e.g., money, logistics, office supplies); and (3) Timeliness (T)

determines whether or not the target deliverable was completed within the

scheduled or expected timeframe. Meeting deadlines as outlined in the work plan

is an example of timely performance.

In related studies, Bhatti, et. al, (2011) deliberated that human capital has

received a great deal of attention in the current research era. Any individual who

is dedicated, motivated, and performs well qualifies as a talent. The major

challenge confronting managers around the world is talent drain and executive

theft. As a result, it is critical to retain them by keeping them committed to the

organization. Individuals run and guide organizations. Goals and objectives are

set and achieved through the efforts of these individuals (Amistoso et. al, 2019).

As Carpio (2020) has discussed, the use of goal setting in performance

appraisal, organizational facilitation of goal achievement, and goal clarity are all

associated with relatively high organizational performance. As stated in the CSC,

(2012) “Guidelines in the Establishment and Implementation Agency Strategic

Performance Management System”, performance objectives and metrics are in

line with national development plans and agency mandates/visions/missions.

Standards are established to ensure that inputs and work processes are used

and managed efficiently. As organizational objectives, these standards are

incorporated into success indicators Furthermore, Ormilla (2021) emphasized the

use of a measurement system is very significant to track the performance of the

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individual that contributes to the overall goals. Further to that, cascading

accountability to the organization and individuals will create a genuine foundation

for performance targets.

Kohtamäki, et. al (2012) stated that the role of participatory strategic

planning influences and facilitates personnel commitment to strategy

implementation, which increases company performance. To ensure that

employees are genuinely committed to their jobs, organizations should make a

concerted effort to strategically manage performance appraisal, career planning,

and employee participation to ensure effective implementation and achievement

of desired results (Abdulkadir, et. al, 2012). In addition, Salleh, et. al (2013)

pointed out that through the mediating factor of satisfaction, perceived fairness

has influenced government employees' commitment to the organization.

Organizational commitment is one of the most fundamental concepts

studied in terms of workforce motivation and productivity. Employees with strong

organizational will are thought to work harder to contribute to the organization's

performance (Tolentino, 2013). For He & Hou (2012), organizational

commitment has long been regarded as an important predictor of job

performance.

Performance Monitoring and Coaching

Coaching and monitoring are activities that can be used to facilitate

learning, and managers are increasingly being encouraged to serve as coaches

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for their employees, according to the scholarly literature of Ellinger et. al (2011).

SPMS requires that the performance of the office and each individual be

monitored regularly at various levels. Monitoring and evaluation mechanisms

ensure that timely and appropriate steps are taken to keep a program on track

and that its objectives or goals are met as effectively as possible. Managers and

supervisors act as coaches and mentors in order to foster an enabling

environment for improving team performance while also managing and

developing their employees (CSC, 2016). Ramirez (2019), deliberated that

monitoring and evaluation yields insights into how plans can be better

implemented. Managers use this information to make decisions about

interventions to address factors affecting the ability to produce desired results,

such as competency development, resource provision, system and process

redesign, and other assistance needed to improve performance. Monitoring is

the act of observing, keeping track of, documenting output and behavior, and

checking on the progress of plans over time. It is an important input to

performance measures and provides objective rating bases. Monitoring clearly

defines areas for improvement, providing evidence, and facilitating feedback

(DepEd Division of Bataan, 2018).

Supervisors must be able to analyze key areas of employee performance

to conduct performance appraisals. Supervisors use it as a tool to accurately

identify an employee's potential and guide him or her accordingly. Supervisors

and managers can implement measures to increase employee productivity when

they understand the current level of performance within the organization (“How

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Performance Helps Improve Employees Performance?”, n.d.). In his earlier

literature, Armstrong (2020), coaching or motivating others is the process of

persuading them to move in the direction you want them to go to achieve a goal.

In an article on DepEd Malaybalay (2019) website in Bukidnon, the writer

accentuated some of the roles and responsibilities of school administrators

include mentoring and coaching. Mentoring entails providing professional and

personal guidance to a mentee. Coaching entails giving concerned individual-

focused career advice. The development and management of human resources

in any system provide significant benefits to the organization. Investing in

professional development, such as education, skill acquisition, and further

training, is critical to the long-term viability of an organization and its progress.

According to Duff (2013), the coaching approach should be motivational,

feedback should be consultative, and performance evaluation should support

employee development. Managing individual performance through coaching,

observation, and feedback is done on an ongoing basis through informal

discussions, with formal review sessions held only when necessary. An

emphasis on continuous dialogue about performance between manager and

individual, supported by observations and the provision of appropriate responses

(Michael, 2019). In Philippine bureaucracy, the heads of the agency, the planning

office, the office heads, and individual employees conduct regular performance

monitoring and coaching during the performance period. The emphasis is on

creating a supportive environment to improve team performance and develop

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individual potential. January to June and July to December are the suggested

periods (CSC, 2013).

In further studies, Albrecht, et. al, (2015), asserted the first critical step in

this process required that any goals established reflect not only organizational

objectives but also the employee's values, interests, and personal goals.

Although goal setting can provide feedback on performance standards and

expectations, it may be insufficient to achieve the goal of performance

management, which is to improve performance (Brown, et. al, 2019). The

system provides information that allows for the differentiation of effective and

ineffective identification of employees with varying levels of performance

effectiveness (Aguinis, et. al, 2011). Nevertheless, Cominghud (2019), in his

study implied that monitoring is, however, a systematic gathering of relevant

information to make effective judgments on the efficiency of schooling. School

heads implement monitoring and feedbacking practices to continuously improve

the educational system.

Torneo & Mojica (2019) noted that monitoring systems are necessary to

ensure that employees are evaluated fairly. Coaching, on the other hand, is

concerned with the development of employees. Saks and Gruman (2011) also

emphasized the partnership nature of coaching, stating that it is a process that

involves two parties - a coach and a coachee - to resolve performance issues

and increase the coachee's skills and competencies. However, there were

issues addressed in this phase of SPMS. In a recent study by Ormilla (2021), it

was asserted that raters should ensure consistency in tracking and recording

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significant incidences of observed performances because they play an important

role in performance monitoring and coaching to improve performance and

manage and develop individual potentials. Another study attested those cases of

over-rating, as well as the omission of responses to specific services, are never

effectively checked, with no reliable information available on actual performance

and the reasons for potentially significant gaps in the evaluation (Gabriel &

Villaroman, 2019). Overall, individual consideration, empathy, trust, and the

feedback environment of supervisors accounted for significant variance in

employee evaluation of coaching relationships (Gregory & Levy, 2011).

Performance Review and Evaluation

According to Ahmad, (2017), a performance review and evaluation is a

method of documenting and evaluating an employee's job performance. The

evaluation of an employee's performance assists the company in determining

how valuable an employee is to the organization (“How Performance Helps

Improve Employees Performance?”, n.d.). Managers assess employee

performance using evidence of competencies measured against performance

targets agreed upon during the Performance Planning and Commitment Phase.

This phase aims to evaluate the performance of both the office and individual

employees based on the performance targets and measures established in the

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office and individual performance contracts (CSC, 2012). The manager identifies

the employee's strengths and weaknesses and provides a preliminary rating. The

manager and the employee discuss performance data and reach an agreement

on the final rating (DepEd Division of Bataan, 2018). The competency

assessment concerning the job competency requirements is part of the individual

employee's evaluation. The assessment should concentrate on the strengths,

competency-related performance gaps, and opportunities to close these gaps, as

well as career paths and alternatives (CSC, 2013).

Managers employ control theory to ensure a constant flow of feedback

between managers and employees. Control theory aids in performance

management by evaluating system output for consistency with pre-defined sets

of parameters (Chetty, 2016). In earlier years of implementation, Gupta & Kumar

(2013) stated that positive relationships between engagement and employee

perceptions of fairness have been found, particularly during performance

appraisal. However, this was disputed by Kim & Holzer (2016), both supervisors

and employees have negative reactions to the process. Managers' reluctance to

submit their subordinates' performance reviews on time is not uncommon in

some organizations. They provide numerous alibis, such as other important

deadlines to meet. The truth is that some managers tend to put off doing a

difficult task (Payos, 2016). Tamayo (2017), supervisors must strive to improve

the working environment and remain calm during difficult times. This can only be

accomplished if they develop the ability to deal with organizational problems

actively and effectively.

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Employees are evaluated by some judge (usually a supervisor) who

assesses the employee's performance against a set of dimensions, assigns a

score to that assessment, and then usually informs the employee of his or her

formal rating. Performance ratings are typically obtained from supervisors, but it

has long been recognized that other sources of performance evaluations may be

used (e.g., subordinates, self-ratings) (DeNisi & Murphy, 2017). In other studies,

providing performance feedback, identifying individual potentials, strengths, and

weaknesses, recognizing individual performance, assisting in goal identification,

evaluating goal achievement, reflecting on individual training needs, determining

organizational training needs, improving communication, and allowing employees

to discuss concerns are all part of this phase (Llenares, 2015).

According to the earlier findings of Boashie-Mensha & Seidu (2012)

employees' perceptions of review and evaluation are influenced by subjectivity

and some major errors. Furthermore, Aguinis et al. (2012) stated that feedback

that focuses on the employee's strengths rather than weaknesses will increase

employee engagement. However, weaknesses and areas for improvement may

need to be addressed as well. Patimo (2020) found that assessing teaching

performance allows one to gauge the quality of instruction represented by the

institution and facilitate better learning among students in his recent study of

faculty effectiveness in every institution of higher education. The evaluation

system also provides feedback to faculty members, which influences their self-

image and professional satisfaction.

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Following the definition of effective performance at the individual, team,

and organizational levels, organizational members must participate in the

evaluation and review of their performance (Kinicki et. al, 2013). The appraisal

results assist an employee in determining his or her shortcomings and strengths,

and he or she can work on these to be more effective with work and career

growth (Cullimore, 2017). According to Ormilla, (2021). the ability of superiors to

evaluate the performance of subordinates is critical to the success of any

organization. The raters usually identify the ratees' strong points as well as their

areas for improvement. The raters carefully discuss their evaluations of

occupational competence, professional and personal characteristics with the

ratees (Dizon, et. al, 2018). Torneo & Mojica (2020) recommended that

because rater bias, gaming, cognitive strain, and attribution errors may affect the

reliability and validity of SPMS in the Philippine civil service, all government

agencies should use standardized and streamlined evaluation tools.

Performance Rewarding and Development Planning

The final phase of the SPMS cycle, which is based on the results of the

review and evaluation phases. The supervisor and subordinate talk about

accomplishments and the associated rewards and incentives. They also discuss

competency gaps and collaborate to develop a development plan to close these

gaps (DepEd Division of Bataan, 2018). According to Armstrong (2020), people

are motivated when they believe that a particular course of action will result in the

achievement of a goal and a valuable reward - one that meets their needs. A

reward is anything that employees value as a result of their employment

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relationship (Hshie & Chen, 2011). Rewards can also be viewed as including

not only financial rewards but also non-financial benefits. Salary increases and a

reward and recognition system were implemented to encourage worker

productivity by providing monetary and non-monetary rewards. However,

questions remain about the effectiveness and impact of these actions on

increasing employee performance (Dizon, & Monsura, 2021). The Performance

Reward and Development Planning phase adheres to the Expectancy Theory of

Motivation. According to Parijat and Bagga (2014), expectancy theory focuses on

three relationships: the effort-performance relationship (how likely is it that the

individual's effort will be recognized in his performance appraisal? ); the

performance-reward relationship (it discusses the employee's belief that

receiving a good performance appraisal leads to organizational rewards); and the

relationship between rewards and personal goals (it is all about the

attractiveness or appeal of the potential reward to the individual). In the

Philippine bureaucracy, the government adopted a performance-based incentive

system as per Executive Order No. 80, series 2012. This was adopted to

support the government's reform agenda to harmonize and rationalize the

incentives and bonuses granted in government agencies. The PBIS includes two

incentives: a productivity enhancement incentive (PEI) and a performance-based

bonus (PBB). The first is an “across-the-board” bonus, while the second is a top-

up incentive tied to organizational-wide compliance with several requirements,

team-level, and individual performance conditions. (Albert, et. al, 2020). Torneo,

et. al, (2017), expressed that because of the multi-tiered evaluation system, the

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PBB encourages teamwork; the agency must first qualify, and then the unit must

achieve a high rating for individuals to receive high PBBs. Employees and

supervisors were able to see the relationship between their performance and that

of their unit and the agency thanks to the SPMS. However, this may not be the

case in educational institutions. According to Monje (2019), when it comes to

implementation, teachers believe that the PBB scheme is 'gamed' by freeloaders

who receive the same benefit despite contributing nothing to the agency's overall

productivity. As a result, teachers who have performed well are resentful

because their PBB payout is the same as that of those who received only a

'satisfactory' rating. They believe there is no justice in a PBB that does not take

into account the quality of one's performance. Also, teachers brought up the fact

that the dropout rate of students is the only metric used to assess their

performance. Achievement test scores, graduation rates, cohort survival rates, or

enrollment rates are excluded (David, et. al, 2019).

Non-monetary rewards may be able to play a role equal to, if not greater

than, monetary awards in some situations (Shields, et. al 2015). Training and

development is a broad activity, but the current study found that need-based and

technical training programs help to improve organizational performance. In

today's world, successful organizations view training costs as an investment with

a higher return in the form of improved customer service, profitability, or other

financial indicators. Talented and skilled workforce bases can be developed

through proper training (Dar, et. al, 2014).

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Studies showed that HRM professionals develop the systems and

processes that enable organizations, teams, and individual employees to identify

and meet their learning and development needs. Tailor-made interventions can

be designed to reduce significant hindrance demands and increase important job

resources, which may increase work engagement and job performance. In terms

of training and development, training programs help employees optimize their

capabilities in addition to providing them with appropriate job resources (Albrecht,

et. al, 2015). Aguinis, et. al, (2012) stated that recommendations for areas of

improvement that do not jeopardize engagement include closely linking

developmental feedback to knowledge and skills that employees control. Salleh,

et. al, (2013) stressed that to be more effective in influencing organizational

commitment, civil servant satisfaction, and fair performance appraisal within the

organization should be prioritized. This was agreed upon by Waheed & Malik,

(2018), stating that employees who perceive quality in performance appraisal

exhibit positive attitudes and behaviors such as increased job satisfaction,

affective commitment, and work performance. Promotion is a powerful motivator

for anyone who has the opportunity to advance to a higher position in his or her

career. According to one study, receiving a job promotion increases job

satisfaction (Dioses, 2019). Antenor (2017) cited Ogiamen and Izzuagbe (2016)

in their claim that a compensation package can influence employee performance.

This was also supported by Eisenbergen’s (2011) and Heng (2012)'s observation

that if an organization fails to reward its employees, it will have a direct impact on

and decrease employee performance.

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Idowu (2017) supported that the traditional use of performance appraisal,

for example, has been criticized for rewarding win-lose outcomes rather than win-

win outcomes in which the system promotes supportive and cooperative

behavior. Torneo et al. (2017a;2017b) conducted a PBIS analysis and identified

issues during the earlier implementation. Their research concluded that the most

pressing issue was the quantity of work done rather than the quality of work.

There was no clear link between the tasks for which points were awarded and

the agency's overall goals, making it difficult for employees to understand how

their work influenced the agency. Since the implementation of the PBB scheme

in 2012, the effectiveness of the scheme, particularly its impact on agency reform

efforts and public sector employees' motivation and productivity, has not been

investigated. The Department of Budget and Management (DBM) believes it is

critical to investigate the impact of PBB on whole-of-government efforts to boost

productivity and push reforms, as well as the individual and team-level

motivations and productivity of government employees (Albert, et. al, 2021).

Office Performance Commitment and Review

Performance management is critical for managing expectations. It

establishes a shared understanding of what is required to improve performance

and how this will be accomplished by clarifying and agreeing on what people are

expected to do and how they are expected to behave and then using these

agreements as the foundation for measuring, reviewing, and developing plans for

performance improvement and development (Armstrong, 2021). The primary

document used to consolidate the performance commitment and evaluation is

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the Office Performance Commitment and Review (National Irrigation

Administration, 2019). The Office Performance Commitment and Review, or

OPCR, documents performance outcomes related to the delivery of citizen-

focused services and products, as well as the achievement of targets under the

offices' KRAs and core functions (Esleta, 2014).

The core functions include establishing the parameters that will allow the

project to be effectively controlled. The following are examples of core functions:

Scope- defining and managing all of the work required to complete the project.

Time - estimating how long it will take to complete the project and developing a

workable schedule Cost - developing and managing a budget; Quality entails

ensuring that the project will meet the needs for which it was created (Hazel &

Jacobson, 2014). The Planning Office or any responsible unit within the agency

shall consolidate, review, validate, and evaluate the initial performance of the

Heads of Offices based on the reported Office accomplishments versus success

indicators, as well as the allocated budget versus the actual expenses. The

assessment results will be submitted to the Performance Management Team

(PMT) for calibration and recommendation to the Agency's Head. The final rating

of offices/units is determined by the Agency's Head. The Planning Office shall

hold an annual agency performance review conference to discuss the Office

assessment with the relevant offices. This includes the Financial Office's

participation in budget utilization. To ensure an accurate and comprehensive

performance review, all offices must submit a quarterly accomplishment report to

the Planning Office using the SPMS calendar. Any issue/appeal/protest

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regarding the Office assessment shall be articulated by the concerned head of

office and decided by the head of agency during this conference, and the final

rating shall no longer be appealable/contestable following the conference. The

Planning Office shall provide the final Office assessment to each Office to be

used as the basis for evaluating individual staff members (CSC, 2012).

Plachy & Plachy (2021) contended that regardless of how the information

is gathered, all job content and performance criteria must be approved by

management - typically the job manager and one or two higher levels of

management. For a variety of reasons, conducting performance appraisals in a

team-based environment is difficult. The appraisal system must balance

individual versus team performance. Both are important, but emphasizing one

over the other will result in an ineffective system (Boachie-Mensah & Seidu,

2012). For the public sector, Heinrich (2012) added that the primary goal of

performance measurement is accountability to legislative bodies, taxpayers, and

program stakeholders. Performance objectives and metrics are aligned with

national development plans, agency mandates/visions/missions, strategic

priorities, and/or organizational performance indicator frameworks. Standards are

established in advance to ensure the efficient use and management of input and

work processes. As organizational objectives are cascaded down to the

operational level, these standards are incorporated into the success indicators

(CSC, 2013). Structure and behavioral relationships define an organization. The

supervisor's relationship climate defines group activities and the degree of

engagement within the institution. The supervisor, with the authority granted by

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management, defines and deploys members based on functions, and the tasks

and functions are heavily defined by the supervisor. Supervisors typically explain

and substantiate organizational directions on the front lines. Supervisors must

strike a balance between allowing autonomy and encouraging teamwork in this

regard (Tamayo, 2017).

In related studies, Walker & Andrews (2015) stated that organizational

performance measurement is a complex issue because performance is a

multifaceted phenomenon whose component elements may have distinct

managerial priorities and may even be mutually incompatible. Resurreccion

(2012), added that organizational effectiveness includes all measures that

indicate satisfaction of stakeholders' interests, valuable products or services for

customers, and equitably compensated, humane, and motivating work for

employees. To deal with strategic uncertainty, it is necessary to understand both

the internal and external environments when establishing strategic priorities. The

public sector is more reliant on formal regulations and procedures than the

private sector, which influences how strategic management is carried out. The

customer is the citizen or constituent, who indirectly pays for the service through

taxes. It is then critical to understand where the critical success factors can be

identified. Measures should be derived from goals and objectives, different types

of standards or targets should be established, and instead of focusing on what

data is available, a focus on what is important to measure should be placed. The

timing of performance measurement is also critical to be able to act when

performance is not satisfactory (Bredmar, 2015).

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Logically, performance measurement in the public sector must encompass

much more than simply meeting targets. Above all, it must be 'accountability.'

Public organizations have experimented with many tools designed for and used

in the private sector to achieve the best results in the public sector. In most

cases, despite being practical in design, these setups fail to deliver results. The

identification and definition of performance indicators are one of the primary

reasons for this. This becomes a tedious task in the public sector because the

scope of many indicators becomes difficult to grasp and thus impossible to

measure (Shah & Jabeen, 2021). This has been agreed by Torneo & Mojica

(2020) in their study stating that the process itself takes time and involves several

iterations before reaching the individual level.

SPMS addresses the collective performance of employees within an

organization's various operating units, with the understanding that such

performance is at least one indicator of the overall organization's performance. It

determines the extent to which individual employees' goals are aligned with the

organization's goals and can be assessed accordingly through a performance

measurement arrangement. This is consistent with the ultimate measure of each

employee's productivity and contribution being related to the organization's

overall performance and success (Ablaña, et. al, 2015). Managers' performance

is determined by the experience and competencies they bring to their jobs.

Competent organizational employees are less prone to absenteeism, shirking,

and counterproductive workplace behavior, and act as sincere personnel and

responsible citizens as a whole. They foster a helping and performing attitude,

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allowing industrial relations to remain calm, and their promotion of good

governance encourages healthy, humane, and responsible organizational, social,

and national behavior (Bhardwaj & Punia, 2013). Employee contracting will

assist employees in identifying major final outputs for their respective positions,

whereas cascading goals will assist employees in understanding how their work

fits into the larger picture (Torneo & Mojica, 2019).

Office Performance Commitment and Review is included at the

Performance Planning and Commitment Phase of the SPMS. This phase of

developing an integrated performance management framework focuses on

connecting the performance management cycles' planning, budgeting, and

accountability elements (Mangaba, 2017). Budgetary participation, in addition to

being judged to have consequences for organizational members' attitudes and

behaviors, will also affect managerial performance. The effectiveness of public

managers is measured by how much has been accomplished with the budgeted

amount (Tamayo, 2017).

Individual Performance Commitment and Review

The ultimate point of each employee's productivity and contribution is

linked to the organization's overall performance and success (Ablaña & Isidro,

2015). According to Esleta (2014), the Individual Performance Commitment

Review, or IPCR, encapsulates individual performance commitment and results

on service and product delivery and is linked to the KRAs and core functions of

the individual's organizational unit. According to Canoma (2017), the listed

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objectives are the duties and responsibilities that an employee must execute

while on the job. This is a tool for determining whether a person is carrying out

his or her responsibilities diligently, efficiently, and on time.

Individual employee performance will be evaluated by the immediate

supervisor based on the commitment made at the start of the rating period. There

is no need for self-rating because the performance rating will be based solely on

the records of accomplishment. The SPMS prioritized major final outputs that

contributed to the organization's mission/vision achievement. As a result, ratings

for planned and/or intervening tasks must always be accompanied by reports,

documents, or other evidence of actual performance. In the absence of the

aforementioned bases/proof, a specific task will not be rated and will be ignored.

The supervisor must include qualitative comments, observations, and

recommendations in the individual employee's performance commitment and

review form, including competency assessment and critical incidents so that the

HR office can use them for development purposes such as promotion and other

interventions. Before submitting the IPCR form to the Head of Office, the

supervisor shall discuss the employee's assessment with the concerned ratee.

Based on the proof of performance, the Head of Office shall determine the final

assessment of the performance level of the individual employees in his/her office.

The final grade must correspond to one of the following adjectival descriptions:

Outstanding, Very Satisfactory, Satisfactory, Unsatisfactory, or Poor. The Head

of Office may implement appropriate mechanisms to assist him/her in

distinguishing individual performance levels, such as but not limited to peer

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ranking and client feedback. The average of all individual performance

evaluations shall not be greater than the Office's collective performance

evaluation. The head of the office must ensure that the employee is notified of

his/her final performance evaluation and that the Summary List of Individual

Ratings, along with the attached IPCRs, is submitted to the HRM

Office/Personnel Office within the time frame specified (CSC, 2012).

When an employee's performance is reviewed, managers discuss the

challenges and accomplishments of the entire review period. Such conversations

provide an employee with insights into areas of strength and areas for

improvement, paving the way for employee development. Employees make a

more personal commitment to accept and improve their performance as a result

of their increased self-awareness. (How Performance Helps Improve Employees

Performance?”, n,d.). Juneja (2015) further stressed that counseling for

employees should be done one on one. Address their concerns and questions in

private. The appraisal is a delicate subject that should be handled with care. In

an article Payos (2016), wrote that Filipino culture works against the system

because Filipinos are not brutally honest. They don't want to inflict harm on

others. Most of the time, they avoid the issue by using euphemisms rather than

calling a spade a dirty shovel. As a result, when conducting the performance

interview, they begin with the positive - that the employee has done well before

revealing the flaws. They tend to avoid or minimize the negatives while focusing

on the positive outcomes. As a result, performance evaluations become

ineffective. They are not only harming the organization but also our subordinates.

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The employee continues on his merry way, not attempting to improve his

performance because he believes he is doing well. According to HR

management theories, providing feedback to employees allows them to set

specific high goals and see the relationship between what they are doing and the

outcome they can expect, i.e., goal attainment (Ford, Latham, & Lennox, 2011).

Employee performance analysis, as stressed by Plachy & Plachy (2021), is

misunderstood when it does not flow from a statement of organizational purpose

and is viewed solely as a data collection process. Performance evaluation bias

is problematic because it has both direct and indirect consequences. The direct

costs are associated with higher compensation costs than those justified by true

subordinate performance. The indirect costs are associated with the difficulty of

making important personnel decisions based on performance ratings, as well as

the impact of incentives on motivation (Javidmehr & Ebrahimpour, 2015).

Related studies such as those done by Adriano & Estimada (2014),

discussed that the emphasis on individual performance recognizes that

measuring it is a critical factor in determining an organization's success or failure.

Goals must be both realistic and challenging. When an individual achieves them,

he feels a sense of pride and triumph, and it sets him up for the next goal. The

more difficult the goal, the greater the reward in general and the greater the

passion for achieving it (Lunenburg, 2011). Improving employee commitment is

critical for an organization's effective operation and for the organization to grow

and expand at a faster rate. Organizations must integrate all of the determinants

of employee commitment to achieve high productivity and profitability (Gul,

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2015). The study of Salleh, et. al, (2013), noted that employees with strong

organizational commitments are defined as having a strong belief in the

organization's values and goals, being willing to increase efforts in the

organization's interests, and having a strong desire to stay with the organization.

This finding is consistent with the government's efforts to make the decision-

making process more transparent and accountable within the organization.

Finally, to make performance evaluation more effective in influencing

organizational commitment, civil servant satisfaction, as well as fair performance

management within the organization, should be prioritized.

As stressed by Torneo & Mojica (2020) in their study, the IPCR is used to

evaluate individual performance and is completed by all employees across the

organization. Public employees have long been known to be intrinsically

motivated, but we believe they would prefer to have their efforts formally

recognized through both intrinsic and extrinsic rewards. The standards used to

evaluate performance should be easily understood and appropriate from the

employee's point of view. The basis for the performance rating, in particular,

should be equitable when compared to others in the organization who have

similar jobs. Second, employees should be given adequate opportunities to

participate in the development of performance standards (Kim & Rubianty, 2011).

Another issue posted by Gabriel & Villaroman, (2019) in their study is that

employees are unclear about the processes used to determine timeliness and

efficiency in the SPMS. Their measurement is regarded as significant, but it is not

accompanied by appropriate indicators of their achievement. Also, the

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quantification of targets and their allocation to employees in all service areas.

There is no clear policy on the number of targets to be met by assigned

individuals and groups at any given time, with some having more targets than

others performing similar functions; thus, the probability of specific aspects of

services being delivered is inevitably lower for those with many targets than for

those with limited targets.

According to Dizon, et. al, (2018), the rater checks every accomplishment

or achievement declared by the ratees to ensure the veracity of the ratees’

claims. As a result, performance targets and measures are based on a rational

and factual foundation. Boachie-Mensah & Seidu (2012) reasoned out that

raters must provide objective and unbiased ratings of employees to obtain

accurate appraisal information. Managers' subjective opinions are frequently

sought due to the difficulty in developing an accurate performance checklist.

Kondrasuk (2011) added that inconsistent evaluator perceptions are another

issue with the purpose of performance appraisals. Inconsistent perceptions of the

purpose of the performance appraisal can destabilize the entire system. If

evaluators hold opposing views on the goals of their specific performance

appraisal, the process will be incoherent.

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 Chapter 3

RESEARCH METHODOLOGY

This chapter presents an outline of the research approach to be used in

presenting the study. It will provide information on the methods of research to

be used, the locale of the study, the subjects, and the activities to be taken to

complete the research. This chapter will also give a detailed description of the

research instruments to be used, how the instruments will be developed,

validated, and administered. Also included are the procedures on how data will

be gathered, sample size, sampling technique and the statistical tool to be used

to answer the questions in the Statement of the Problem presented in the earlier

Chapter.

Methods of Research Used

This study will use the descriptive-evaluative type of research design. The

descriptive method of research refers to the type of research that seeks

information about the current state of phenomena. This type of research aims to

provide an accurate profile of a situation, person, or event (Rahi, 2017).

Specifically, this study is an Evaluation Research which was opined by Rovai &

Ponton, (2013) as a type of applied research. Programs can and should be

evaluated systematically to determine their worth or value. Such evaluation

research can be formative (i.e., designed to strengthen the program) or

summative (i.e., examining the effects of the program's outcomes), and it

22
frequently takes the form of commentary on the program's quality and

effectiveness. For this study, the researcher will be using

23
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the Descriptive-Evaluative-Summative research design, as it will focus on the

present actualities of the Performance System Appraisal of the local government

units in the Province of Rizal. Validated questionnaires will be used to assess

the level of implementation of the LGUs on the four phases of the SPMS

implementation and the level of compliance of employees on its instruments.

Setting of the Study

The locale particularly chosen for this study is the Province of Rizal (see

Figure 2) located in the CALABARZON region, in the central part of the island of

Luzon. The province covers 1,182.65 square kilometers (456.62 square miles) of

land. According to the 2020 Census, its population was 3,330,143 people. This

accounted for 20.56 percent of the total population of the CALABARZON region,

5.35 percent of the total population of the Luzon Island group, and 3.05 percent

of the total population of the Philippines. The population density is calculated to

be 2,816 people per square kilometer or 7,293 people per square mile based on

these figures. Bulacan, Quezon, Laguna, Laguna de Bay, and the National

Capital Region border Rizal, clockwise from the north. The province is

composed of 13 municipalities (see Figure 3) - Angono, Baras, Binangonan,

Cainta, Cardona, Jalajala, Morong, Pililla, Rodriguez, San Mateo, Tanay, Taytay,

and Teresa; and 1 component city - City of Antipolo (Rizal profile – PhilAtlas,

n.d.). According to Lando, (2015), although agriculture remains an important part

of the economy in some municipalities, the majority of people now work in tertiary

69
 70

industries such as trading and other services. Many manufacturing plants are

located in the province, particularly in the towns of Cainta, Taytay, and Rodriquez

(Montalban). People who live near Laguna de Bay, the country's largest lake, rely

on fishing for a living.

Subject of the study

In the Province of Rizal, according to the LGU Detailed Report as of

August 31, 2021, of the Civil Service Commission Inventory of Government

Human Resource System (IGHRSv2.0), there are a total of 4,071 career service

employees, out of which 2,717 are the first level, and 1,354-second level

employees respectively. First-level positions are clerical, trades, crafts, and

custodial service positions that require less than four years of collegiate studies

and involve non-professional or subprofessional work in a non-supervisory or

supervisory capacity. The second level shall include professional, technical, and

scientific positions that require at least four years of college work and involve

non-supervisory or supervisory capacity up to the Division Chief level. Out of

these numbers, for the first level, there are 1,479 males and 1,238 females and

for the second level, there are 550 male and 804 female personnel. The study

will make use of 364 employees, the combination of the two levels and based on

the computation using the Slovin’s Formula at five percent margin of error (see

Table 2). As of this proposal writing, the researcher was not able to gather data

70
 71

on the number of employees per municipality. This is understandable as

confidentiality is being given priority.

71
 72

Figure 2. The map of Rizal Province. (Source: PhilAtlas, n.d.)

72
 73

Table 1. Population Index of the local government units of Rizal Province.

(Source: PhilAtlas, n.d.)

CAREER LEVEL EMPLOYEES

1st Level 2nd Level

TOTA
  %
L
Sub Sub
M % F % tota % M % F % tota %
l l

Total
1 1 2 1 4
Populatio 5 8
4 2 7 3 0
n of 5 0
7 3 1 5 7
Employee 0 4
9 8 7 4 1
s
3 3 6 1 3 10
3
6 0 6 4 0 0
4

1 1 2 1 3
Sample 5 7
3 1 4 2 6
Size 0 2
3 1 4 2 4

Table 2. Total Population of Employees in the Province of Rizal by Sex (Source:

CSC, IGHRSv2.0 as of August 31, 2021) and the sample size of the study.

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 74

Procedure of the Study

The researcher began the study through the submission of proposed titles

to the panel of experts. The proposed titles were scrutinized, and an approved

title was decided. Chapters 1, 2, and 3 were written, submitted, and revised. It

will be followed by a colloquium for the proposal thesis defense.

Upon receipt of the approval to gather data, the researcher will develop

the questionnaire checklist and the interview questions list as instruments to be

used in the study. These questionnaires will be submitted and validated by

experts in the field of public administration, language, and civil service. A letter

of request to facilitate the study to different municipal mayors in the province

coursed through their Human Resource Management Officers will be

constructed, duly signed, and approved by the Thesis Advisor and the Dean of

Graduate Studies. These letter requests will then be submitted to the different

municipalities to seek approval to conduct the study regarding the SPMS

implementation in their respective towns. Upon approval, questionnaires will be

administered to determine the level of implementation on the four phases of

SPMS based on the perception of the respondents and the level of compliance of

the municipal employees with the OPCR and IPCR respectively. Interviews will

be conducted inclusive of proper documentation. Gathered data will then be

74
 75

processed, analyzed, and evaluated and the researcher will formulate a

conclusion and recommendation based on the findings of the study.

Sources of Data

The researcher will be using a self-made validated questionnaire to be

answered by 367 career employees, composed of heads of office and rank and

file employees from the 13 municipalities and one component city in the province.

The result of their answers will be based on their perception, experience, and

compliance with the SPMS implementation of their respective municipalities. The

survey questionnaire will be a 5-point Likert Scale to describe employees’ level of

perception on implementation of the Four Phases of SPMS and the level of

compliance on OPCR and IPCR. The interview questions will be an Open-Ended

type to provide the researcher a better context of the implementation of the

performance appraisal.

Sampling Design and Sample

The researcher will be using proportional allocation per municipality to

achieve the best representation of the total population of employees in Rizal

province. Given the sample size of 367 employees, the number of respondents

per LGU will be computed based on the percentile of the total municipal career

personnel over the total number of career employees in the province. In this

75
 76

regard, the larger the municipality, the higher number of employees will be

included in the sample. For the municipal level, respondents will be chosen

using the lottery method.

Construction of the Instrument

The instrument to be used to determine the level of implementation and

compliance of the SPMS implementation is a self-made validated, 30-item Likert

scale questionnaire that describes the standard procedure based on CSC

guidelines. The interview questions that the researcher will be using are also a

self-made validated, open-ended type of question for an in-depth analysis.

Validation of the Instrument

The researcher-made questionnaire will be content validated by

presenting it to research experts in the field of civil service, public administration,

and language critics for appropriate review, comments, and suggestions which

will be incorporated into the final questionnaire output.

Administration of the Instrument

Since the research will be conducted in a pandemic setting where face-to-

face interaction is limited, questionnaires will be distributed per municipality thru

76
 77

the Human Resource Office. Instructions and reasons for the study will be

written on the face of the questionnaire for full comprehension of the

respondents. Interviews will be done upon gathering of answered questionnaires

to assess the precision of the answers in the written survey and also to fully

understand the SPMS implementation of that particular LGU as experienced by

the employees themselves.

Data Gathering Procedure

The data for this study will be gathered using a validated questionnaire

created by the researcher. The survey will be designed using appropriate

questions with reference to related researches and questions will be developed

by the researcher. The survey will consist of questions related to the

respondents' level of perception on the implementation and compliance with

SPMS on their respective LGUs. The researcher assures the confidentiality of

the survey sheets because the identities of the respondents need not be

revealed.

Because the researcher recognizes that people's consciousness may

influence their honesty and effectiveness in responding to the survey, the option

of remaining anonymous will also be considered. Participants will be given time

to respond, and the surveys will be collected two or three days later by the

researcher. Moreover, for the in-depth interviews, respondents will not be asked

77
 78

of their names but they need to state their age, level of position, and length of

service.

To interpret the level of implementation and compliance of the

respondents on SPMS as revealed by the assessment tool, a formulated scale

will be used to interpret the mean of every stage of the independent and

dependent variables.

Statistical Treatment

The data gathered will be statistically treated according to the statement of

the problem indicated in the earlier chapter of this study.

To present the socio-demographic profile of the respondents in this study,

frequency and distribution percentage will be used.

To assess the level of implementation of the SPMS cycle in respect to a)

performance planning and commitment, b) performance planning and coaching,

c) performance review and evaluation, d) performance rewarding and

development planning - weighted mean will be used.

To determine the level of compliance concerning a) OPCR, and b) IPCR -

weighted mean will also be used.

To determine the significant difference between the level of

implementation and the level of compliance of the respondents Pearson r will be

used.

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 79

To assess how the level of implementation affects the level of compliance

of the local government units and its employees on SPMS implementation in the

province of Rizal, Chi-square treatment will be used.

To comprehend the problems encountered in the implementation in their

respective municipalities, focus-group discussion will be utilized.

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APPENDIX A

GANTT CHART OF ACTIVITIES

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Task 13
Task 11
Task 9
Task 7
Task 5
Task 3
Task 1
9/4/2021 10/24/2021 12/13/2021 2/1/2022 3/23/2022
CHART OF ACTIVITIES

Task Submission
No. Activities Start Date Date Duration
Title Defense
Task 1 09/18/2021 10/05/2021 17
Presentation
Writing and Composition
Task 2 10/05/2021 10/16/2021 11
of Chapter 1
Writing and Composition
Task 3 10/17/2021 10/23/2021 6
of Chapter 2
Writing and Composition
Task 4 10/24/2021 10/30/2021 6
of Chapter 3
Return of Revised
Task 5 10/30/2021 11/06/2021 7
Proposal
Submission of Revised
Task 6 11/07/2021 11/20/2021 13
Proposal
Task 7 Proposal Defense 12/04/2021 12/18/2021 14
Validation of Instruments
Task 8 & consultation with 01/03/2022 01/07/2022 4
Thesis Adviser

Task Submission
No. Activities Start Date Date Duration
Preparation of Documentary
Task Requirements to gather data
01/10/2022 01/14/2022 4
9 (duly signed by the Research
Adviser and the Dean of

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Graduate Studies)
Task Administration of instruments
01/17/2022 02/04/2022 18
10 & data gathering
Data submission for
Task statistical treatment &
02/07/2022 02/11/2022 4
11 consultation with Thesis
Adviser
Writing and Composition of
Task Chapter 4 and 5 &
02/14/2022 02/25/2022 11
12 consultation with Thesis
Adviser
Task Submission of Thesis to
02/28/2022 03/11/2022 11
13 Language Editor

CURRICULUM VITAE

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PERSONAL DATA:

LAST NAME: BIASCA

First Name: MARIA CRISTINA Middle Name: LAURENTE

Address: 26B Filipinas Avenue, Barangay Dulumbayan, Teresa, Rizal

Mobile: 09174277250

Email: mariacristinalbiasca@gmail.com

Marital Status: Married

Date of Birth: 20 November 1971

EDUCATION:

Degree Earned: BACHELOR OF SCIENCE IN ACCOUNTANCY (Batch 2002)

Tomas Claudio Memorial College
Academic Excellence Awardee

WORK HISTORY:

Job Title:

 Administrative Officer IV (HRMO II)

Municipal Government of Teresa, Rizal
(October 1, 2019 - present)

 Administrative Officer II
Municipal Government of Teresa, Rizal
(January 1, 2017 - September 30, 2019)

 Administrative Assistant II
Municipal Government of Teresa, Rizal
(January 1, 2015 - December 31, 2016)

 Administrative Aide VI
Municipal Government of Teresa, Rizal
(January 2, 2013 - December 31, 2014)

 Instructor

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Skill Power Institute

(June 29, 2010 - December 16, 2010)

 Branch Coordinator
Skill Power Institute
(July 1, 2006 to June 28, 2010)

 Finance Officer
Skill Power Institute
(October 2, 2004 - June 30, 2006)

 Branch Accountant
Skill Power Institute
March 16, 2004 to October 1, 2004)

TRAININGS AND SEMINARS:

 27th Annual RCHRMP: A Digital Conference

August 2-6, 2021
CSC Regional Office IV
 RA 11032 (Anti-Red Tape Act) and Expanded Maternity Leave Law
December 5-6, 2019
CSC Rizal Field Office

 PRIME-HRM Supervised Assessment

June 6-8, 2018
CSC Rizal Field Office

 Seminar Workshop on 2017 Omnibus Rules on Appointment and

Other Human Resource Action
October 25 - 27, 2017
CSC Rizal Field Office

 Competency Based Building Program for PSB/PRAISE & Key HRM

Players
February 15 - 17, 2017
CSC Regional Office IV

 Seminar Workshop on Administrative Justice

November 22 - 24, 2016

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CSC Regional Office IV

 Leave Administration Course for Effectiveness (LACE)

October 22 - 24, 2014
CSC Regional Office IV

 Training on Appointments Preparation

August 13 - 15, 2014
CSC Regional Office IV

 Training Methodology & Assessment Methodology Training Program

June 8 - 14, 2010
TESDA, Quezon City

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ii