Antenor 2017 Spms

BATANGAS STATE UNIVERSITY 1
Graduate School
THE IMPLEMENTATION OF STRATEGIC PERFORMANCE MANAGEMENT
SYSTEM IN BATANGAS CITY GOVERNMENT: INPUT TO POLICY
DEVELOPMENT
A Thesis Presented to the Faculty

of the College of Accountancy, Business, Economics
and International Hospitality Management - Graduate School
Batangas State University
Batangas City
In Partial Fulfilment
of the Requirement for the Degree of
Master in Public Administration
By:
MARY ANN E. ANTENOR
July 2017
Graduate School
APPROVAL SHEET
This thesis entitled “THE IMPLEMENTATION OF STRATEGIC

PERFORMANCE MANAGEMENT SYSTEM IN BATANGAS CITY
GOVERNMENT: INPUT TO POLICY DEVELOPMENT” was conducted and
submitted by MARY ANN E. ANTENOR, in partial fulfillment of the requirements
for the degree of Master in Public Administration, and has been examined and
recommended for acceptance and approval for Oral Examination.
_____________________________
RAZEL MELENDRES INGCO, DPA
Adviser
Approved by the Committee on Oral Examination with a grade of

____________.
PANEL OF EXAMINERS
_____________________________
ELISA S. DIAZ, DBA, CPME, CMITP
Chairman
____________________________ ________________________
ROLANDO A. TUMAMBING, DPA VICTOR A. ARELLANO, DPA
External Member Panel Member
_______________________ ______________________
IMELDA M. FLORES, Ph. D. GINA D. BONIFACIO, MBA
Panel Member Panel Member
Accepted and approved in partial fulfillment of the requirements for the

degree of Master in Public Administration.
Comprehensive Examination: __________________
_________________________________
________________ BENDALYN M. LANDICHO, DBA, AFBE
Date Dean, CABEIHM Graduate School
Graduate School
ACKNOWLEDGEMENT
This research study has been possible by the works and the unflinching
support of people who need to be mentioned and highly acknowledged.
Firstly, to our Dear Lord for providing the researcher with the opportunity
to successfully complete her Master’s Degree, and for all the strength,
encouragement and perseverance that He has bestowed upon her during this
period.
Secondly, to her dearest husband Rommel B. Antenor and kids Thomas,
Toby and Theo, who has been extremely supportive in her pursuit of the entire
course.
Dr. Razel Melendres Ingco deserves special mention not only for being a
good adviser but also for the valuable time in giving comments, guidance, and
suggestions on how to accomplish this study.
The researcher is also, highly indebted to the Batangas City Government,
particularly to City Mayor Beverley Rose A. Dimacuha through Atty. Victor
Reginald A. Dimacuha, the department heads, employees and personnel of the
Human Resource Management and Development Office, for allowing her to
conduct interviews and survey and for the assistance and support in collecting
the data needed to complete this study.
The researcher also wants to express her gratitude to the panelists, Dr.
Elisa S. Diaz, Dr. Rolando A. Tumambing, Dr. Victor A. Arellano, Dr. Imelda M.
Flores and Prof. Gina D. Bonifacio for their time and efforts in giving comments
Graduate School
and suggestions that make this thesis more meaningful relevant and significant
to target beneficiaries.
Finally, the researcher is so much grateful to her Graduate School Family,
professors, and friends for their immense support, trust and the patience they
had extended in her bid to finish this study.

Graduate School
TABLE OF CONTENTS
TITLE PAGE
TITLE PAGE…………………………………………………………….. i
APPROVAL SHEET ……………………………………………………. ii
ACKNOWLEDGEMENT ………………………………………………. iii
TABLE OF CONTENTS .................................................................... v
LIST OF TABLES ………………………………………………………. vi
LIST OF FIGURES ............................................................................ viii
ABSTRACT ……………………….…………………………………….. ix
CHAPTER
I. THE PROBLEM
Introduction ....................................................................... 1
Background of the Study .................................................. 4
Statement of the Problem ................................................. 6
Theoretical Framework ..................................................... 7
Conceptual Framework ..................................................... 11
Research Hypothesis ....................................................... 13
Scope and Limitations of the Study ................................... 13
Significance of the Study .................................................. 15
Definition of Terms ............................................................ 16
II. REVIEW OF LITERATURE

Conceptual Literature ........................................................ 19
Research Literature ........................................................... 34
Synthesis ........................................................................... 55
III. RESEARCH METHODOLOGY

Research Environment ...................................................... 59
Research Design ............................................................... 60
Respondents of the Study ................................................. 60
Data Gathering Instrument ................................................ 62
Data Gathering Procedure ................................................ 64
Statistical Treatment of Data ............................................. 65
IV. PRESENTATION, ANALYSIS AND INTERPRETATION OF

DATA…………………………………………………………. 67
V. SUMMARY, FINDINGS, CONCLUSIONS AND

RECOMMENDATIONS..................................................... 111
BIBLIOGRAPHY
APPENDICES
CURRICULUM VITAE
Graduate School
LIST OF TABLES
TABLE NO. TITLE PAGE
1.1. Distribution of Respondents in Terms of Age...................... 67
1.2. Distribution of Respondents in Terms of Sex ……........... 70
1.3. Distribution of Respondents in Terms of

Educational Attainment ................................................ 71
1.4. Distribution of Respondents in Terms of

Length of Service ......................................................... 72
1.5. Distribution of Respondents in Terms of Department ...... 74
2.1. Implementation of SPMS in the City Government of Batangas

in Terms of Planning and Commitment ...................... 76

In Terms of Monitoring and Coaching ........................ 80

in Terms of Review and Evaluation
2.3.A Based on Office Performance ……………………….… 84
2.3.B Based on Individual Employees Performance…..…… 88

in Terms of Rewarding and Development Planning..... 91
3.1. Difference in the Implementation of SPMS

in Terms of Their Age …………………………………… 94

in Terms of Their Sex …………………………………… 97

in Terms of Their Educational Attainment …………… 99

in Terms of Their Length of Service …………………. 101

in Terms of Their Department ………………………….. 103
Graduate School
4.1. Problems Encountered in the Implementation of SPMS
in the City Government of Batangas …. ……………… 104
4.5.1. Relationship Between the Implementation of SPMS and

Problems Encountered …….…………………………… 107
4.6. Proposed Input to Policy Development …..………………… 110

Graduate School
LIST OF FIGURES
FIGURE NO. TITLE PAGE
1.1 Theoretical Paradigm of the Implementation of Strategic Performance

Management System in Batangas City Government ........ 8
1.2 Research Paradigm of the Implementation of Strategic Performance

Management System in Batangas City Government ......... 12
Graduate School
ABSTRACT
The focus of performance management in the country is not new. Public
sectors especially local government unit has aspired to achieve high
performance through performance management systems, procedures, and
practices. Recognizing the concept that no “one size fits all” this paper explores
new propositions that will assist organizations in strengthening or enhancing the
performance framework within individual organizational context. The study aimed
to determine the Strategic Performance Management System’s Implementation
(SPMS) of Batangas City Government. Descriptive method was used with semi-
structured survey questionnaires and interview as data gathering instruments.
The respondents were the 324 permanent employees working at the City
Government of Batangas who were chosen using stratified proportionate random
sampling.
Specifically, it sought to describe the profile of respondents in terms of
age, sex, educational attainment, length of service and department. It also
described the implementation of SPMS with regards to the four-stage
performance management cycle, namely, planning and commitment, monitoring
and coaching, review and evaluation, rewarding and development planning.
Problems encountered during and after the implementation process were
identified. Policy inputs were proposed to enhance the implementation of the
system in the City. Frequency count, percentage, weighted mean, analysis of
variance and Pearson’s (r) were used as statistical tools to interpret the data.
Graduate School
The findings show that overall the employees were in agreement with all
the items regarding the components of SPMS, however, moderate problems
were still identified. The distribution of respondents has various frequency and
percentage. The majority of respondents were relatively composed of middle-
aged (40-59 years old), female, college graduate, working below 10 years at the
Office of the City Mayor. The respondent’s description of the implementation of
SPMS in the City Government of Batangas was all implemented. In terms of
planning and commitment, it was implemented that the members of Performance
Management Team approves and reviews the Individual Performance
Commitment and Review. The role of Heads or supervisors in monitoring work
activities and work output of employees were implemented under monitoring and
coaching. In the review and evaluation based on office performance, it was
implemented that the Heads assesses the Office Performance Contract and
Review, while for individual employees they make the final assessment of
individual performance. Lastly, rewarding and development planning provides a
result that is implemented including the role of Heads in identifying and providing
developmental interventions based on the results of the performance
assessment.
The implementation of SPMS in the City Government of Batangas proved
to have a significant difference in terms of their department having p-values of
greater than .05 level of significance; however, it proved none in terms of their
age, sex, educational attainment and length of service. Generally, the City
Government of Batangas encountered the different problems in the

Graduate School
implementation of SPMS to a moderate extent. On the other hand, it was
interpreted as to a great extent the problems including lack of readiness of
employees in SPMS’s comments and recommendations, limited involvement of
employees in planning, and inadequate understanding about SPMS. The Four-
stage performance management cycle obtained p-values of less than .05 and
seen to have a significant relationship with problems encountered.
Finally, the proposed input to policy development was conceptualized with
the objective of enhancing the implementation of SPMS in the City Government
of Batangas.
Graduate School
Chapter I
THE PROBLEM
Introduction
There is a constant pressure to achieve performance targets, to reach
higher performance levels and to ensure that people’s work supports and furthers
the organization’s goals. In order to achieve the organizational and strategic
goals set by the organization, performance management builds part of the many
processes it has to undertake as it is used to determine or measure the
organization’s performance. According to management experts, managing
performance is a broader and complicated function of Human Resource, as it
encompasses activities such as joint goal setting, continuous progress review
and frequent communication, feedback and coaching for improved performance,
implementation of employee development programs and rewarding
achievements.
Since human resources are an agency’s most important asset and define
the efficiency, effectiveness and overall quality of service in any organization,
they take full responsibility of the performance management for both the
individuals and the group in order to improve the business processes on a
continuous basis and at the same time raise the level of competence by
upgrading their own skills within the framework of their organization. It relies also
on the analysis of how an organization’s employees have accomplished tasks in
an effort to improve future performance, and how managers are expected to
provide detailed instructions outlining how employees are to approach in their
specific task.
Graduate School
In the government setting, performance management system can serve in
many ways to drive for reform focusing on public performance in the delivery of
their public duties and responsibilities. There is no exception in the government
sector, on the need to establish an effective system that accurately evaluates the
performance of its workers for the purpose of determining tenure, transfers or
promotions, and appropriate incentives for deserving employees.
To this end, the Civil Service Commission (CSC) continuously introduce
reform and transformation tools specifically for human resource management
which has never lost sight of its goal in creating a truly responsive, motivated and
efficient workforce. The commission also prioritized Performance Management
System (PMS) among its human resource initiatives in helping to create a work
environment where civil servants are able to link individual performance with
organizational goals.
In pursuit of its consistency with Civil Service Commission’s Roadmap for
Development/Reforms for 2010-2015; the Batangas City adopted and pilot tested
the SPMS in 2013. As per records of the CSC, there is a total of thirty-five (35)
Local Government Units (LGUs) in the Province of Batangas, including Batangas
City, which is implementing the SPMS and all are also considered functional.
The SPMS is recognized as an effective means of successful delivery of
goals and objectives of the organization. It is also a mechanism that links the
performance of an employee with the organization to enhance the performance
orientation of the compensation system. The implementation of SPMS requires
the organizations to be knowledgeable on the major problems and challenges

Graduate School
attributed to the efficient and effective practice of the system, because the impact
of these practices can be a resistant to change or to the implementation itself.
Most of the implementation problems are related to a poor commitment from the
management, lack of knowledge and understanding of the system, and the
inability to link job descriptions to performance management that require
employee’s readiness on the results of the performance evaluation.
Batangas City’s SPMS is a work in progress where its implementation
ensures that the City employees achieve the objectives set by the organization. It
is also considered as everybody’s business not only that of the Human Resource
Practitioners. Since it is an instrument which would tell that the organization is
performing its role in ensuring the delivery of excellent public service by its high
performing, competent and credible workforce.
However, the SPMS is in its initial implementation. As observed in the
public sector in the Philippines, most of the employees in the government either
receive a performance rating that is Very Satisfactory or Outstanding while the
public in general perspectives consider them to be incompetent and inefficient
(Berman, 2011). After the SPMS implementation in the City Government of
Batangas, it posed a minimal performance review and feedback since this is a
new system. It seemed that employees are unfamiliar with the system at first but
so far, it is more appreciated in the City as it provides a basis for promotion and
performance-based incentives.
Currently, the City SPMS through Human Resource and Development
Office is on its level one of implementation. However, the City continues to

Graduate School
improve and enhance both individual and organizational performance and keeps
pursuing on its second level of SPMS implementation.
Background of the Study
The Philippines has been taking serious efforts at enhancing the capability
of its bureaucracy. The 1987 Constitution and other supporting policies including
the Revised Administrative Code of 1987 provided the policy framework for the
professionalization of the Philippine bureaucracy. The Civil Service Commission
as the central human resource management agency of the Philippine
bureaucracy was mandated to establish a “career service” and adopt measures
to promote morale, efficiency, integrity, responsiveness, progressiveness, and
courtesy in the civil service. Moreover, it is tasked to strengthen the merit and
rewards system, integrate all human resource development programs for all
levels and ranks, and institutionalize a management climate conducive to public
accountability (1987 Philippine Constitution, Article IX, Sections 2-3).
In 1963, the CSC provided the guidelines in developing a system of
performance rating that would measure the performance of government
employees. In 1978, the New Performance Appraisal System (NPAS) was based
on Peter Drucker’s Management by Objectives (MBOs) system. The NPAS
focused on key result areas (KRAs) along the dimensions of quality, quantity,
and timeliness. It measured the employee’s performance and behavior in the
work environment. While in 1989, the CSC provided simple guidelines to
empower government agencies to develop their own Performance Evaluation
System (PES). Internally, the CSC adopted a system called MORE

Graduate School
(Management by Objectives and Results Evaluation) in which the employee’s
accomplishments in performance and behavior are monitored weekly. The PES
sought to establish an objective performance system.
In 1993, the CSC provided specific guidelines on setting the mechanics of
the rating system. Similar to the NPAS and MORE, the PES also measured the
employee’s performance and behavior in the work environment. In 1999, the
Performance Evaluation System has been revised and introduced the 360-
degree evaluation, which is across rating system wherein the assessment of
performance and behavior comes from the employees’ self-evaluation as well as
feedback from their subordinates, peers, supervisors, and clients. The Revised
PES required each government agency to create a Performance Evaluation
Review Committee (PERC) tasked to establish performance standards. An
evaluation of the cross-rating system revealed that employees perceived the
system to be too complex.
In 2001, Agency Heads were given the discretion to utilize the approved
PES or devise a PES 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) sought to align individual
performance with organizational goals. It emphasized the importance of linking
the performance management system with national goals such as Medium-Term
Philippine Development Plan, Organizational Performance Indicator/ Framework
(OPIF) and Major Final Output (MFO).

Graduate School
The past performance evaluation and appraisal systems that CSC
implemented over the years was too complex and have largely focused only on
individual appraisals, which are pre-requisites for personnel actions such as
promotion, performance-based incentives, and separation. To address these
gaps, the CSC introduced the SPMS which makes use of existing performance
evaluation and management systems and links performance management with
other HR systems. However, the SPMS makes a major paradigm shift in areas of
its perspective, focus, indicators, performance alignment and role of supervisor.
As the Community Affairs Officer I of the Office of the City Mayor and
detailed employee of the Office of the Sangguniang Panlungsod, Batangas City,
the assessment on the implementation of SPMS is very imperative to be done
since the City already benefitted from the pilot testing of the system. The
encountered problems, issues, and challenges in the system prompted the
researcher to assess the implementation of this new evaluation system for its
proposed policy development.
Statement of the Problem
The study aimed to determine the Strategic Performance Management
System’s Implementation (SPMS) of Batangas City Government.
Specifically, the study sought to answer the following questions:
1. What is the demographic profile of the respondents in terms of:
1.1 Age;
1.2 Sex;
1.3 Educational Attainment;

Graduate School
1.4 Length of Service; and
1.5 Department?
2. How do the respondents described the implementation of SPMS in the
City Government of Batangas in terms of:
2.1 Planning and Commitment;
2.2 Monitoring and Coaching;
2.3 Review and Evaluation;
2.4 Rewarding and Development Planning?
3. Is there a significant difference on the respondent’s description of the
implementation of SPMS in the City Government of Batangas when they
are grouped according to profile?
4. To what extent do City Government of Batangas encountered the different
problems in the implementation of SPMS?
5. Is there a significant relationship between the implementation of SPMS
and the problems being encountered?
6. Based on findings, what input to policy development can be recommended
to enhance the implementation of SPMS in the City Government of
Batangas?
Theoretical Framework
To provide anchor and support for the present study, the following theory
is cited:
Richard S. Williams (1998), in his book “Performance Management:
Perspective on Employee Performance” mentioned that one of the things that

Graduate School
writers on performance agree about is that performance management is difficult
to define though it is possible to discern three main perspectives or types of
model including a system for managing organizational performance; a system for
managing employee performance; and a system for integrating the management
of organizational and employee performance.
The City’s SPMS falls under Williams’ third type of performance
management system model. The City’s SPMS is a system which would
meaningfully and objectively link employee’s performance with that of the
Batangas City’s mission and strategic goals. It is a means to professionalize the
civil service and engender a meaningful sense of involvement, accountability and
shared ownership among employees of the organization.
Figure 1.1
Theoretical Paradigm of the Implementation of Strategic Performance
Management System in Batangas City Government
The Batangas City SPMS follows the Four-Stage performance
management cycle framework as shown in Figure 1.1. It includes the Planning
and Commitment, Monitoring and Coaching, Review and Evaluation and
Rewarding and Development Planning.

Graduate School
The Performance Planning and Commitment included the determination of
success indicators, performance measures, and target setting. Success
indicators refer to the characteristics, property or attribute of achievements,
accomplishments or effectiveness in the fulfillment of work plans for the year.
These shall consist of performance measures and performance targets and shall
be based on the organization’s strategic plan and strategic priorities in the CSC’s
Roadmap for Development/Reforms for 2010-2015. Performance Measures are
performance level yardsticks computed through the units of work measurements
and according to their function.
The performance targets are major final outputs arising from the core and
support functions of the Office. Two forms are used for setting the targets. It
includes the Office Performance Contract and Review (OPCR) and Individual
Performance Commitment and Review (IPCR) of every employee. The targets
shall take into account any of the historical data; benchmarking which involves
identifying and comparing the best agencies or unit within the CSC with similar
functions or processes; client demand which involves a bottom-up approach
where the office sets targets based on the needs of its clients; champion’s
instruction and future trend.
In monitoring and coaching phase, Head of Office and Unit Supervisors
monitor the work activities of employees and progress of work output. They are
expected to address factors that either help or hinder effective work performance
and design tracking tools or monitoring strategies as may be needed. Essentially,
the focus is on the critical function and strategic shift of supervisors as the front
Graduate School
runner of developmental planning with an emphasis on the strategic role of being
an enabler/coach/mentor rather than a mere evaluator.
Next, performance review and evaluation is utilized. This phase aims to
assess both Office and Individual employee’s performance level based on set
performance targets and measures as approved by the office and individual
performance contracts (OPCR and IPCR). The Head of Office and Unit
Supervisors objectively determines the gaps between the actual and desired
performance.
Lastly, performance rewarding and development planning in which the
Heads of Office and supervisors shall discuss with the individual employee to
assess the strengths, competency-related performance gaps and the
opportunities to address these gaps, career paths and alternatives. Employees
are ranked within clusters and categorized based on the complexity of work and
accountability. This also forms part of the discussion between the Head of Office
and Unit Supervisors and the rate where they assess competency-related
performance gaps and the opportunities to address these gaps, career paths and
alternatives.
The result of the performance evaluation/assessment shall serve as inputs
to the Heads of Offices in identifying and providing the kinds of interventions
needed, based on the developmental needs identified; Personnel office in
consolidating and coordinating developmental interventions that will form part of
the Human Resource Plan and the basis for rewards and incentives; and
Graduate School
Rewards Committee in identifying top performers of the organization who qualify
for rewards and incentives.
The objective of Williams’ third type of performance management system
model is to demonstrate the efficacy of performance management in the
government sector, particularly as a tool to institutionalize commitment or
performance-based security of tenure. The system is also seen as a significant
link in the entire process of attaining the City’s goals because it aims to produce
information useful in planning, management, and decision-making processes and
to help address key management issues and challenges. The SPMS hopes to
successfully implement a performance-based security of tenure and meet the
ever increasing clients’ demands and expectations for excellent service from the
highly initiated corps of public servants.
Conceptual Framework
The main objective of this study is to determine the implementation of
Strategic Performance Management System (SPMS) in the City Government of
Batangas. Through this, the local government employees can describe how
effective is the implementation of the system in their respective workplaces.
The researcher employed the Input-Process-Output (IPO) System in this
study. Input box contains the profile of the respondents in terms of age, sex,
educational attainment, length of service and department. Particularly, the areas
of SPMS’ implementation were described in terms of planning and commitment,
monitoring and coaching, review and evaluation, rewarding and development
planning, as well as the extent of the problems encountered in the

Graduate School
implementation of the system. The Process box includes survey questionnaire
and interview. These concrete steps of obtaining relevant information are
requisites for the assessment that followed. The Output box comprises proposed
inputs relative to policy development. These are based on the findings of the
study which have been scientifically obtained by having adequate Input and
following the correct Process. With these details, the conceptual framework,
which consists of Input, Process, and Output, is illustrated in Figure 1.2.
INPUT PROCESS OUTPUT

Profile of the
Respondents:
 Age
 Sex
 Educational
Attainment
 Length of Service
 Department
The Implementation
of SPMS in terms of:
 Planning and  Survey
Commitment;
 Monitoring and
Questionnaires Proposed Input to
Policy Development
Coaching; 
 Review and
Semi-
structured
Evaluation;
 Rewarding and
Interview
Development
Planning
Extent of Problems
Encountered by City
Government of
Batangas in the
Implementation of
SPMS
Figure 1.2
Research Paradigm
Implementation of Strategic Performance Management System in Batangas
City Government
Graduate School
The figure above illustrates the respondents whose profile was obtained
and describes the implementation of SPMS relative to the different areas
indicated. It was done through survey questionnaire and interview under the
process box with the goal of proposing inputs to policy development. These
groups of data are important to determine the implementation of the SPMS in the
City Government of Batangas.
Research Hypothesis
Based on the identified general and specific objectives, the researcher
formulated the following null hypothesis with regards to the Implementation of
Strategic Performance Management System in Batangas City Government.
Ho1; There is no significant difference on the respondent’s description of
the implementation of SPMS in the City Government of Batangas
when the respondents are grouped according to profile variables.
Ho2; There is no significant relationship between the implementation of
SPMS and problems being encountered.
Scope and Limitations of the Study
This study focused on determining the implementation of SPMS in the City
Government of Batangas from 2012-2016 as inputs to policy development. It
sought to identify the profile of respondents in terms of age, sex, educational
attainment, length of service and department. It also described the
implementation of SPMS in terms of planning and commitment, monitoring and
coaching, review and evaluation, rewarding and development planning, as well
as the extent of problems encountered by City Government of Batangas in the

Graduate School
implementation of the system. Furthermore, the researcher would find out the
significant difference on the respondent’s description of the implementation of
SPMS and the profile variables, and the significant relationship between the
implementation of SPMS and the problems encountered in its implementation.
Finally, policy inputs will be proposed to enhance the implementation of the
system in the City.
The respondents of the study are those permanent employees working at
the City Government of Batangas. There were 324 employees who were
proportionately selected to answer the items on data instruments. This study
used a stratified proportionate random sampling method to determine the sample
size. A sample size of 324 respondents was computed using Slovin’s Formula.
This study used a descriptive method as a fact-finding strategy. This research
design seemed to be the most appropriate method as to the purpose of the study
which is to determine the implementation of Strategic Performance Management
System of Batangas City Government. Data gathering, in the form of survey
questionnaire and interview, was utilized. After which, data analysis and
interpretation was followed. Based on the findings, proposed recommendations
were laid down to make an input to policy development.
This study is limited only to the Batangas City Government and the
respondents identified; hence, a generalization of the implementation of SPMS
on other local government units (LGUs) in the Philippines is not possible because
different units have various and distinct practices of implementing performance

Graduate School
management systems. Nevertheless, the study presented an insight on how an
LGU would possibly describe the SPMS’ implementation.
Significance of the Study
This study is significant to the following groups of individuals who may
learn from its findings.
To the Local Government of Batangas, this study will give feedback to
the Local Government of Batangas in the objective evaluation of the overall
performance of its employees in order to improve the delivery of services to its
respective constituents.
To Human Resource Management and Development Office, this study
will aim to identify strengths and weaknesses inherent in the conduct of SPMS
and how to enrich or improve the system in consonance with the policies of the
Civil Service Commission.
To the Batangas City Government Employees, this study will provide
the basis for identifying top performers or employees of the organization who
qualify for rewards and incentives and other personnel’s actions.
To Local Authorities, this study will intend to assist authorities of the
local government to identify the specific human resource plan, training, and
development needs of employees as well as the essence of motivating them.
To the Clientele of Batangas City Government, the findings of this
study will likewise benefit the clientele who are transacting business with the
local government employees of Batangas City in acquiring effective and efficient
public services.
Graduate School
To the Researcher, this study will give the proponent significant
knowledge on the quality of performance that they provide to their constituents.
This also provides the proponent pride that this study forms part of the policy
development of the City’s Strategic Performance Management System.
To Future Researchers, it has been noted that there had been limited
studies as to the fitness of the current policy or system for the employees’
performance, and hence, there has been increasing demand for the review of the
existing system. This study will design to help become a scholarly document for
further studies by students who might have the opportunity of making further
findings on strategic performance management system and the like.
Definition of Terms
For a better understanding of the study, the following definitions were
conceptually and operationally defined:
Leadership Commitment. It supports and contributes in setting the
strategic direction and performance measures across the organization
(Rajendran, 2010). Operationally, it is the commitment of Batangas City
Government in the execution and implementation of Strategic Performance
Management System.
Performance measures. These are regular measures of the results/
outcomes and efficiency of services or programs (Hatry, 2008). Operationally,
these are the units of work performance set and determined by the City SPMS
during planning and commitment.

Graduate School
Performance Monitoring and Coaching. It includes a gathering of
information about work activities and checking on the progress and quality of
work output (Williams, 2008). Operationally, this is the second phase of the City
SPMS cycle which involves designing tracking tools or monitoring strategies in
order to address factors in relation to work performance.
Performance Planning and Commitment. It is concerned with such
activities as formulating the organization’s vision and strategy and defining what
is meant by performance (Williams, 2008). Operationally, it is the first phase of
the City SPMS cycle in which heads meet with supervisors and staff to set and
determine performance measures and targets.
Performance Review and Evaluation. It is an essential element in
performance management which requires some sort performance measurement
(Williams, 2008). Operationally, it is the third phase of the City SPMS cycle which
aims to assess employee’s performance level based on set targets and
measures as approved in both office and individual contracts.
Performance Rewarding and Development Planning. This involves
implementing appropriate reward strategies (Williams, 2008). Operationally, it is
the last phase of the City SPMS cycles in which members of the Reward
Committee determine top performers who qualify for rewards and incentives.
Policy Development. It is the activity of developing policy generally
involves research, analysis, consultation, and synthesis of information to produce
recommendations (Farag, 2008). Operationally, it is a form of policy or guidelines

Graduate School
that serve as the researcher’s input to the implementation of SPMS in the City
Government of Batangas based on the stated findings .
Strategic Performance Management System (SPMS). It is an approach
to the development and implementation of Human Resource strategies that
enable the organization to achieve its goals (Armstrong, 2008). Operationally, it
is a form of performance evaluation system adopted by the City Government of
Batangas for the purpose of evaluating both organizational and individual
employee’s performance.
Graduate School
Chapter II
REVIEW OF LITERATURE
This chapter presents the review of literature and synthesis that is very
significant in the study.
Conceptual Literature
The foregoing literature on the Strategic Performance Management
System, the Implementation of Strategic Performance Management System in
terms of Planning and Commitment; Monitoring and Coaching; Review and
Evaluation and Rewarding and Development Planning, Profile of the
Respondents, and Policy Development are important inputs to sustain the
discussion of the present study.
Strategic Performance Management System (SPMS)
Recent efforts to establish an accurate and strategic measurement of
performance by the CSC linked individual performance to the performance of the
organization. The Strategic Performance Management Systems (SPMS) for
agencies is the result of the effort (CSC Guidebook, 2012). The SPMS hoped to
underscore that security of tenure of government employees which is not
absolute but is based on performance. However, the SPMS on its initial
implementation and agencies including LGUs have to come up with their
approved agency SPMS.
SPMS shows a direct link between employee performance and
organizational goals and makes the employees’ contribution to the organization
explicit. It is a strategic tool that organization can adopt in attracting and retaining
Graduate School
dynamic, creative employees that today cannot be fitted into mere theoretical
model. Batangas City Government Employee Handbook (2013) disclosed that in one of
the objectives of SPMS, institutional accountabilities need to be cascaded to ensure
organizational and individual effectiveness in the various levels of the organization. The
SPMS applies to output producing units and measures the collective
performance of an office focusing on outputs with the use of a standard unit of
measure. This allows comparison of performance across offices or functions and
would take into account the productivity and efficiency of individuals and
operational units (BCG, SPMS Manual).
The SPMS is also seen as a strategic management approach for
monitoring how a business is performing (PRB, 2013). It also provides for a
holistic total approach to engaging everyone in the organization in a
continuous process to improve their performance and ultimately the
performance of the whole organization.
It refers to the use and design of performance management system to
manage organizational performance (Ferreira & Otley, 2009). As such, it
comprises of “formal and informal mechanisms, processes, systems and
networks used by organizations for conveying the key objectives and goals
elicited by management, for assisting the strategic process and ongoing
management through analysis, planning, measurement, control, rewarding, and
broadly managing performance, and for supporting and facilitating organizational
learning and change”.
On another view, managerial accounting researchers exalt Strategic
Performance Management System as essential to identifying and exploiting an

Graduate School
organization’s strategic capabilities (Grafton, Lillis, & Widener, 2010). For
example, strategic performance management systems operationalize firm
strategy with a set of measures (Artz, Homburg, & Rajab, 2013) and influence
the behavior of the organization’s individuals (de Leeuw & van den Berg,
2011).
Implementation of Strategic Performance Management System
There are different performance management processes that are being
implemented in different organizations according to the goals and strategies.
Planning is the first stage in the performance management system
process cycle and offers the foundation for an effective process. In this planning
phase, the supervisors and subordinates are involved in a joint participative
process and set organizational goals, as well as specific goals for an individual.
Objectives, on the other hand, also create the environment in which an individual
will be measured according to his or her own performance and output, with set
standards for evaluation (Nyembezi, 2009).
During the period of performance planning and commitment, the first thing
to do is to understand your agency’s Major Final Outputs (CSC Guidebook, p.17)
while during the monitoring and coaching period, it is important that the Agency
regularly monitor the performance of offices, divisions, and employees. It is also
necessary to put monitoring and evaluation mechanisms and tools in place so
that timely and appropriate steps can be taken towards meeting performance
targets and organizational goals (p.68). This requires an information system that
supports monitoring and evaluation.

Graduate School
According to Shane (2010) performance management is a systematic
effort to improve individual and collective performance through an ongoing
process of setting performance standards and establishing desired outcomes
during the planning stage. Moreover, it is about helping people to understand
how they contribute to the planning of strategic goals of the organization,
ensuring that the right skills and efforts are focused on the things that really
matter to the organization and which will make an impact on organizational
performance (PRB, 2013).
As far as the collective improvement of individual and organizational
performance is concerned, Aksal, Atamtürk, Zehra and Gazi (2011) revealed that
teachers in the schools with performance management system (PMS) needed to
go through a participatory planning process to set their goals in terms of
each school’s individual and cultural structure. Continuous feedback, in-service
training, employee’s commitment and motivation were also singled out as critical
to the success of PMS.
Performance Management Guide for Municipalities in South Africa
authored by Mufamadi (2010) uncovered that performance monitoring is an
ongoing process that runs parallel to the implementation of the agreed Integrated
Development Plan and that a municipality must develop a monitoring framework
that identifies the roles of the different role -players in monitoring and measuring
the municipality's performance.
According to Philippine Research Bureau (2013) performance
management system’s monitoring phase sets the metrics, processes and

Graduate School
software which are used for monitoring and managing the performance of an
organization and its people.
Performance management as an entire process of management includes
performance monitoring which includes inspecting the work completed or in
progress, measuring the results and evaluating the project process (Armstrong,
2008: 15-16). As per this point, Sun (2009) gives further explanation that
Performance monitoring is mainly expected to follow and discover the error
between actual performance and initial plans using the methods of performance
monitoring.
Furthermore, Mackie (2008) opined that a common approach to
performance management involves clear definition of accountability for delivering
against individual short and long-term targets, which allows for the operation of
systematic and comprehensive performance monitoring, review and evaluation.
In a government context, performance management concerns with monitoring
the success and effectiveness of its policies, programs and projects for the
achievement of its objectives and in securing the expected benefits (p.3).
Traditionally, performance evaluations are an annual or semi-annual event
that at times can be seen by employees as routine and insignificant. Evaluating
performance competencies is usually the most difficult part of performance
management wherein line managers are generally less comfortable discussing
and giving feedback on behaviors, and they are more subjective and less
quantifiable than objectives. According to Zaman (2011), Performance reviews
are important because it helps the management and the employees to gather
Graduate School
thoughts and become more familiar with the areas that need improvement and
those that are working well.
Sunlin (2008) states that to evaluate performance in dimensions requires
collecting performance data. The accuracy of the evaluation is dependent on the
quality of the data gathered. Performance data is obtained through observations
of behaviors or, less ideally, by inferring behaviors through knowledge of results.
Another important element in successfully measuring dimensions is describing
appropriate key actions/behaviors in the performance plan.
As far as performance data is concerned, Marobela and Mawere (2011)
pointed out that performance review is actually contribute to lower productivity
because of biased subjective assessment. It was in conformity with the
observation of Mosikare (2007) that in reviewing and evaluating the performance
of employees, it is better to resort back to the use of appraisals forms.
Organizational performance management especially in the government
level requires a comprehensive performance review and evaluation tools and
techniques to allow the organization to review, evaluate and report on
performance attained and to reflect of what worked and what didn’t work in an
effort to learn and to continuously improve (Mackie, 2008).
Generally, the rewarding performance phase as the last phase includes
three activities such as personnel development, linking to pay and identifying the
results of performance.
Ogiamien & Izuagbe (2016) revealed that reward package can influence
employee performance. It was pointed out that reward system helps to increase
Graduate School
employee performance by enhancing employee skills, knowledge and abilities in
order to achieve organizational objectives. Additionally, Eisenberger (2011) and
Heng (2012) viewed that if the organization fails to reward employees, it will
directly affect to decrease employee performance and an effective reward
system can be a good motivator.
David, S., Bakshi, Y., Mittal, P., & Fahad, M. (2015) discovered that the
gender perception whether the compensation and reward system has recognized
employees who have excelled in their jobs by achieving set standards is
significantly similar because the organization disburses rewards and incentives
on the basis of quality of their performances.
Although the effects of rewards on different age groups has not been a
critical component of cognitive evaluation theory concerning the effects of
rewards on intrinsic motivation which was mentioned on Cameron & Pierce
(2008), researchers made some propositions with regards to young versus
adults. Specifically, they suggest that all types of rewards may be more
undermining for young because they frequently experience adults as controlling
their behavior.
Luecke & Hall (2008) mentioned that after creating goals and assessing
progress, the employee and employer have identified areas that can be
improved; the action plan for this improvement is called development planning.
This development plan ensures that employees will continue to meet the needs
of the organization through the identification of their weaknesses and the

Graduate School
opportunity to address them through workshops, classes, and other educational
channels.
The potential value of using PMS as a tool to manage and measure both
employee and organizational performance depends largely on the quality of how
the system is implemented. As a result, an implementation of such a system is of
critical importance to the success factor in the future of any organization.
Armstrong and Baron (2008) argue that, if the system development and
implementation are misguided, then all efforts will remain futile exercise, which
could lead to wastage of resources. It is also supported by Pulakos (2009:3), who
argued that performance management system is the most difficult system to
implement in organizations.
This study used the four-stage performance management cycle framework
as variables, namely, planning and commitment, monitoring and coaching,
review and evaluation and rewarding and development planning. In planning and
commitment, success indicators, performance measures, and performance
targets were identified. Monitoring and coaching phase, the Head of Office is
expected to address factors that either help or hinder effective work performance
and design tracking tools or monitoring strategies as may be needed. Essentially,
the focus is on the critical function and strategic shift of supervisors as the front
runner of developmental planning. Next, review and evaluation include the
determination of the gaps between the actual and desired performance which are
computed by means of various rating scales for specific sets of measures. Lastly,
rewarding and development planning forms part of the discussion between the
Graduate School
Head of Office and the rate where they assess competency-related performance
gaps and the opportunities to address these gaps, career paths and alternatives.
Profile of the Respondents
One of the factors that affect work performance is changes in
demography. However, there were only a few studies that looked into the impact
of demographic factors on work performance. Among demographic variables that
had been studied were age, sex, educational attainment, length of service and
department.
Age can be a factor in job performance as revealed by Ng & Fieldman
(2007), Smedley and Whitten (2008), Schultz & Adam (2007) and van den
Boomen and Peters (2017). Their observations provided an expanded meta-
analysis on the relationship between age and job performance that includes
dimensions of job performance such as core task performance, creativity,
motivation, performance in training programs, organizational citizenship
behaviors, workplace aggression, on the job substance use, tardiness and
absenteeism.
Tillou & Liarte (2008) confirmed a strong positive impact of age on group
performance. Thus, it contradicts with Gurbuz and Dikmenli (2007) which
stressed that ages do not vary significantly as regards to the perception of
performance appraisal.
Another factor in job performance is the sex. Philippines population shows
more females than males (National Statistics Office, 2012). According to gender,
Graduate School
female employees may have different views or opinions than males and they
may affect the findings of the study.
It was further supported by the observation that in the Philippines, the
female group is more attracted to work in private higher education institutions
while the male are more attracted to work in corporations or seek for overseas
employment. However, it was negated by Rankin et al. (2007) who mentioned
that there is lack of women in academia.
Green, Jegadeesh & Tang (2009) considered the relationship between
gender and job performance among brokerage firm equity analysts. They found
significant gender-based differences in performance on various dimension.
Although it added that women are significantly more likely than men to be
designated as All-Stars, which indicates that, they outperform men in other
aspects of job performance. It was in conformity with Xavier (2015) showing a
strong association between gender of the respondents and their overall
performance appraisal system.
On the other hand, the observation of van den Boomen and Peters (2017)
revealed that gender has no effect on reward condition but is significant between
age-group.
In a widely cited work of Ng & Fieldman (2009), education is positively
related to task performance. Their meta-analysis study on the relationships
between education level and 9 dimensions of job behaviors representing task,
citizenship, and counterproductive performance indicates that, in addition to
positively influencing core task performance, education level is also positively

Graduate School
related to creativity and citizenship behavior and negatively related to on-the-job
substance use and absenteeism.
Gurbuz and Dikmenli (2007) emphasized that it is possible that employees
with high qualifications (Bachelor degree and higher) might extend more
cooperation, willingness, commitment and honesty to answer the survey
especially if it aims for their career development.
The extent to which education affects performance can affect corporate
support for governmental subsidies for education. In many localities, generous
subsidies for education are largely based on the assumption that governmental
investments in human capital will strengthen the economy as a whole by
enhancing employee’s productivity and performance (Lanzi, 2007).
The relationships between education and job performance will be stronger
for individuals in high complexity jobs (Klehe & Anderson, 2007). By comparing
the levels of education, it can be substantiated that the higher the education
level, the more are the effects of education on job performance (Kasika, 2015).
The rational is that, employees with educational qualifications tend to be more
responsive in receiving instructions and doing new tasks which increases their
ability to improve job performance.
Significant relationships between the length of experience and job
performance of employees were cited by Gede, N.T. & Lawanson, O.A. (2011).
This is in support of the findings of Ruggai, J.R., and Agih, A.A. (2008) who found
a high relationship between teachers experience and their job performance.

Graduate School
The empirical findings of Tillou & Liarte (2008) confirmed the positive
impact of group member’s experience on the global performance of the group.
More so, experience within the organization (tenure experience) also had an
impact on performance though less significant. Experience, usually measured by
tenure or length of service tends to be highly positively correlated with worker
age.
The length of service or tenure tends to place a restraint on the person’s
option that led him/her to stay in the organization. Like age, respondents
perceived themselves as having fewer alternatives as job tenure increases. This
was supported by Dale & Fox (2008) which asserted that the more years the
respondent intended to stay in the organization, the more committed the
employee became to the goals and objectives of the organization. Likewise, the
inverse relationship between the two variables was true. Researchers, however,
find that beyond a certain stage, years in the service do not affect job
performance. Yet employers are reluctant to retire the old employees of their
organizations. This is because they want them to stay back and train those who
will replace them.
While, Gurbuz and Dikmenli (2007) disclosed that employees who had
underwent Performance Appraisals many times previously might give more
significant knowledge, information, and experience about the process and may
contribute to the credibility and reliability of the survey.
In exploring the performance efficiency of a technical department, Leitner
et al. (2007) find significant evidence that the size of a department influences its
Graduate School
overall performance; both small and large departments perform above average,
which proves that simple linear scale effects do not exist.
Taiwo (2009) opined that how working environment or department is
occupied affects their work performance, commitment to the employer, and the
creation of knowledge in the organization.
As described by the SHRM (2015), managing employee performance
deals with the strategy, policy and practices of the organization with respect to
establishing performance expectations for its employees. Furthermore, the
Human Resource department is a key to efficient administration of performance
management system.
Problems Encountered on the Implementation of SPMS
Various factors can constitute a drawback in the implementation of SPMS.
This is supported by Pulakos (2009:5) as he states that performance
management done or implemented poorly will have significant negative
consequences for organizations, stakeholders, managers, and employees.
According to Pace (2011), most critical performance management
implementation problems are related to poor executive engagement and
execution. It is utterly useless to have a well-developed PMS without a
commitment from the management team. If senior and line management do not
show commitment to the implemented PMS, the employees will also not take it
seriously. Line managers need to show a real sense of ownership during the
implementation of PMS.
Graduate School
Seotlela & Miruka (2014) suggested that in order to ensure effective
implementation of PMS, this must be line driven rather HR department driven. As
a result, if line management buy-in and commitment is not dealt with,
performance management implementation is doomed to fail.
However, according to Ngcelwane (2008), there is a widespread
perception that PMS implementation is owned by Human Resources
Department, with line managers excluded from the process. Moreover, the
problems of a poorly implemented performance management system includes
poor employee’s commitment; conflict between organizational goal and personal
interest; lack of skilled people; poor rating of performance; barrier to effective
communication between the subordinate and managers; encourages a poor
relationship between employees and managers; increased employee’s turnover;
a salient conflict cause that can easily trigger conflict in the organization; affects
financial performance and productivity.
Previous observations revealed that the greatest problem for many
organizations is keeping the performance management system viable after the
first year or two. Sunlin (2008) refers to a 1995 survey where it indicated that
44% of 218 companies with performance management systems had changed
systems in two years and that another 29% expected to do so. It is important to
periodically monitor the system, revise portions of it when necessary, and refresh
people’s interest in the system. Too often, organizations ignore the system and
then are faced with completely dismantling it after the system has become
woefully out of step with the times, or employees mistrust its use.
Graduate School
Sunlin (2008) is of the opinion that performance plans in a good
performance management system will maintain a current view of the
expectations and accountabilities for an individual or team. Hence, having direct
links between job descriptions and individual performance plans and appraisals
is very critical. However, the most common challenge is keeping job descriptions
up to date.
Implementation of a PMS takes a considerable period of time, after which
the organization has to start learning the new system which also takes time.
During this entire period, commitment and support from management are
required otherwise the PMS can be seen as “flavor of the month” by
organizational members (Seotlela, R.P.J. & Miruka, O., 2014).
Policy Development
Farag (2008) in her report explained that there are various types and
forms of policy, plans or guidelines of government which influences and
enhances access to government systems. Among the range of policy types,
policy development is one of the key areas. Policy development is the activity of
developing policy generally involves research, analysis, and consultations to
produce recommendations.
In ensuring an objective and transparent scheme of assessment of
performance, PSC (2008) opined that it is necessary to create a clear policy or
direction for employees to be able to align with the strategic effort and direction of
the public services.

Graduate School
In the implementation of performance management policy, DPSM (2010)
is of the opinion that to realize the objectives of the policy, the aspirations of the
Government and various expectations from the general public, entailed that
Government Departments had to swing into action in implementing the policy.
However, a policy remains a mere document until it is put into use through
implementation.
Research Literature
This part attempts to highlight the related studies regarding on the
implementation of strategic performance management system, performance
evaluation, performance appraisal system, performance management system,
and the like to further present and distinguish its similarities and differences to
the current study.
“Acceptability of the Strategic Performance Management System: Basis
for an Action Plan” conducted by Sanvictores (2015) aimed to determine the level
of acceptability in the implementation of the newly executed Strategic
Performance Management System (SPMS) among the employees of Batangas
Medical Center. Specifically, the study described the profile of respondents in
terms of age, gender, civil status, educational attainment, division, monthly
income. The significant difference between the respondent’s acceptability of the
SPMS and profile was tested and proposed strategies to enhance the
acceptability of the system were also recommended. The study employed the
descriptive approach of research. Variables used include the BatMC’s SPMS
components namely objectives, enabling mechanism, performance measure,

Graduate School
performance review and evaluation, and performance rewarding and
development planning. 200 employees of BatMC were chosen as the
respondents of the study. Structured survey questionnaire was used as data
gathering instrument. Frequency distribution, mean rankings, and ANOVA were
utilized to analyze the data gathered. Based on findings, it was found out that
demographic profile of respondents like age and length of service are not
contributory factors on the acceptability of SPMS. Furthermore, civil status and
educational attainment are likewise not the contributory factors in terms of SPMS’
performance review and evaluation. On the other hand, sex and monthly income
affect the acceptability of SPMS’ enabling mechanisms. With this, a plan of
action was conceptualized in order to increase the acceptability among BatMC
employees in the implementation of SPMS.
Mathias (2015) in her dissertation entitled “An Assessment of the
Implementation of Open Performance Review And Appraisal System in Local
Government Authorities: A Case Of Morogoro Municipal Council” aimed to
assess the process of Open Performance Review and Appraisal System
(OPRAS) implementation in local government authorities, in the light of
administrative culture. Specifically, the study assessed the factors which
influenced the contemporary process of OPRAS implementation in local
government authorities, reviewed the commitment of management, supervisors,
and subordinates on OPRAS implementation and explored the extent to which
management structures, resources, and personal factors are influenced by the
administrative culture in the process of OPRAS implementation. The study

Graduate School
employed a cross-sectional design, in particular, a case study. OPRAS
implementation including performance planning, implementing, monitoring,
evaluating and reporting, and performance reviews are the variables used in the
study. The sample size was 389 respondents administered with questionnaires,
from 3,505 populations. Interview, Focus Group Discussions (FGD) and
Questionnaire were used as research instruments. The study found that OPRAS
implementation would do better if working facilities were available, and the
teachers pointed out that increased log books, teachers‟ houses, school library
services and stationeries would facilitate the process of OPRAS implementation.
The study recommended for training, consistency in using OPRA forms,
giving feedback and availability of facilities for implementation of activities
entered into agreement between supervisors and subordinates.
Balatbat (2010) in her study entitled “Perceived Implementation of Human
Resources Management (HRM) Practices and Demographic Variables of
Employees in Private Higher Education Institutions” attempted to find out the
perception of the respondents on the extent of implementation of HRM practices
and the issues and challenges encountered in the implementation of these
practices. The research used the descriptive-correlational method to find out the
relationship between the different HRM practices and the demographic variables
of the respondents. The variables that were used in the study include the extent
of Human Resource Management practices in recruitment and placement,
training and development, performance appraisal, compensation and benefits
and employee relations. There are a total of 2,252 tenured teaching and non-
Graduate School
teaching personnel of four private higher education institutions used as the
respondents of the study. The researcher used the concepts in the review of
related literature as bases in designing the questionnaire. Findings showed that
recruitment and placement, training and development, performance appraisal,
compensation and benefits and employee relations practices as perceived by the
respondents got to a great extent value. Furthermore, there is a significant
relationship between the perception of the respondents on the HRM
issues/challenges encountered in the implementation of HRM practices and
demographic variables.
In the study of Chidwala (2013) entitled “Implementation of the
Performance Management Policy of the Malawi Civil Service”, the purpose was
to find out the factors contributing to this non-implementation of the policy. The
research question focused on factors contributing to the implementation or non-
implementation of the performance management policy for the Malawi Civil
Service and how this was affecting the attainment of the policy’s goals and
improvement of the institution’s efficiency. The study used a qualitative
research methodology which has been selected based on the understanding that
civil servants are best suited to provide the insight of the social world of
which they are part of. Factors contributing to the implementation or non-
implementation of the performance management policy for the Malawi Civil
Service namely leadership and commitment, resistance to change and fear of
unknown, lack of full knowledge on the importance of the system, absence of
political and management support, monitoring and evaluation, lack of financial

Graduate School
resources, unplanned activities, democratic tendency, absence of rewards and
sanctions, and “alien” policy were used as variables. A total of twelve (12)
informants (civil servants) served as the respondents of the study. The study
used questionnaire and interviews as instruments to collect data. The main
findings from the study were that implementation of the policy was being
hampered because of the complex nature of the public service, the absence of
follow ups and management support, lack of consultations and motivation
factors. The conclusion drawn from the study is that the factors identified are
manageable. Therefore, the Department of Public Service and Management and
other concerned stakeholders can reflect on the issues revealed by this study,
consult widely and put in place the necessary mechanism that could ensure
successful implementation not only of the performance management but other
future policies as well.
Unpublished master thesis entitled “An Assessment of the Performance
Appraisal Process in the Public Sector: A Comparative Study of Local
Government in the City of Cape Town (South Africa) and Hangzhou City
(China)” by Chen (2011) explained the important role of performance appraisal in
the human resource function in both the public and private sector. The central
problem that has been investigated in this study is the improvement of
performance management systems and approaches, the performance appraisal
system at local government level, and the improvement of the performance
appraisal process in particular. The primary objective is to assess and provide
options for the improvement of the performance management system to achieve

Graduate School
service delivery enhancement at local government level in South Africa through
conducting a comparative study with Hangzhou City’s local government in China.
Secondarily, the study likewise presented an overview of the current position of
performance management and performance appraisal in local government level,
provide a theoretical framework for performance improvement through, and
provide options for the improvement of proper performance appraisal processes.
Following the theoretical assessment, this research was conducted based on the
application of McNamara’s Model to conduct and assess the implementation of
the performance appraisal process in the City of Cape Town through a
comparative analysis of the implementation of the performance appraisal process
in Hangzhou City in China. Action research was used as a qualitative method in
this study. The case study approach is adopted as a research strategy.
Advanced sets of performance appraisal standards and theoretical models which
are relevant in the context of the performance management system in local
government in both South Africa and China were used as variables of the study.
The sampling unit was selected from the City of Cape Town and some examples
that apply to the City of Hangzhou in China. The data in the study is collected
through interviews and a semi-structured questionnaire survey completed by
human resource department officers, line managers and employees from the
Road and Stormwater Department. The empirical findings of this study provided
a perspective on the current performance appraisal and appraisal process
implementation status at the City of Cape Town local government through the
comparison with Hangzhou City’s local government. Through the research, it was
Graduate School
found that central organizational objectives and strategies have been distributed
into Cape Town departments according to organizational structure and that
performance management has been known and implemented in the majority of
the departments. Managers compensate employees according to the employee’s
performance outcomes. This has helped management to develop performance
evaluation of staff and quality assessment. It was also found that performance
management is still a new approach that is being used in local governments in
China. Unlike the South African situation, performance management in China
has been greatly changed because of the nature of the communist system. The
performance management system only can be conducted on the basis of
historical events, political foundation, ruling ideology, administrative values and
organizational realities and that performance management is an important
management tool for high-quality service delivery. However, the implementation
is only done at most management levels and among the cadres.
In a dissertation entitled “Assessment of Factors Affecting Implementation
of Performance Appraisal in National Bank of Kenya” by Watuma (2015), he
discussed performance appraisal (PA) as a key human resource management
function which is viewed as a subset of performance management. Performance
appraisal schemes at the National Bank of Kenya have not yielded the desired
results; hence this study sought to assess the factors affecting implementation of
performance appraisal in National Bank of Kenya. The study employed the
descriptive survey study design. The variables used include the implementation
of PA, evaluation process, training of appraisers, attitude of employees, reward

Graduate School
system in the National Bank of Kenya. The target population for this study was
156 employees of National Bank of Kenya, head office across key departments
in the bank; Human Resource Management, Finance, Planning and Technical
Departments. This study used primary data which collected through the use of
questionnaires. SPSS was used to produce frequencies, descriptive and
inferential statistics which were used to derive conclusions and generalizations
regarding the study. Findings show that majority of the respondents (54%) were
male and 36% of the respondents were customer support staff, 34% were
assistant managers and the least participants were clerk officers. Those who had
worked with National bank of Kenya for a period of between 5 to 9 year, were
33% while 26 % had worked with National bank of Kenya for a period less than 4
years, 25 % had worked in the bank for a period between 9 to 14 years while
only 16% had worked or over 15 years. Respondents with a University education
degree were 55 % while 45 % had college education. There is a positive and
significant relationship between evaluation process, reward system and training
of appraisers and the implementation of performance appraisal which means that
an increase in evaluation process, reward system and training of appraisers
through improvement will positively increase implementation of performance
appraisal at National bank of Kenya. On the other hand, there is a negative and
insignificant relationship between attitude of employees and implementation of
performance appraisal which means that an increase in poor attitude of
employees will decrease implementation of performance appraisal at the national
bank. The study concluded that there is a positive and significant relationship
Graduate School
between training of appraisers, reward system and evaluation process and
implementation of performance appraisal.
A dissertation on the “Critical Assessment of the Effectiveness of
Performance Management System of the Department of Communications
(DOC)” by Maleka (2014) focused on the effectiveness of the performance
management systems (PMS) and its alignment with organizational goals. The
objectives of the study were to identify the strengths and weaknesses of the
current PMS; identify and explore the staff attitude and perception of
performance management in the DoC; identify causes of resistance and
stumbling blocks for the implementation of the performance appraisal system;
determine the extent to which the DoC PMS conforms with contemporary
models of performance management; and recommend options in order to
improve the performance management system within the DoC. This research
adopted a descriptive and inferential research design. Performance Management
System Aspects Factor, Implementation Aspects, Performance Planning
Aspects, Performance Improvement Aspects, Annual Review Aspects, Rewards
and Recognition were used as variables of the study. There were 80 selected
staff of the DoC participated in the research from the total staff component of 200
employees. In this research, two instruments were used, namely a questionnaire
and documentary analysis, meaning that relevant books, journals, and articles on
performance management were also taken into consideration. The findings of the
study and the conclusions by the researcher is that although certain elements of
the PMS within the DoC can be perceived as being effective, however, there are
Graduate School
issues which still need to be addressed such as to communicate with employees
and clearly defining the purpose of the PMS, commitment of senior managers
and addressing the staff attitudes and perceptions, as staff attitude and negative
perception by employees can have detrimental consequences to the organization
and positive perception can improve the organization and commitment of
employees towards organizational performance.
Legaspi (2015) in her study about “Performance Evaluation of Permanent
and Part-Time Faculty in the University of Eastern Philippines” aimed to
determine the performance evaluation of permanent and part-time faculty as
rated by students and supervisors in the University of Eastern Philippines. This
study specifically aimed to determine the level of performance of permanent and
part-time faculty members as evaluated by students; determine the level of
performance of permanent and part-time faculty as rated by supervisors; identify
the significant difference between the students and supervisors’ evaluation; and
proposed a program for enhancing faculty performance. A descriptive-
comparative survey research design using T-test: Two-sample Assuming Equal
Variance is used in this study to compare if a significant difference exists.
Variables such as student’s and supervisor’s evaluation of permanent and part-
time faculty and its areas of evaluation such as commitment, knowledge of
subject, teaching for independent learning, management of learning, course
syllabus coverage, instructional skills, evidence of research competence and
extension competence, evidence of productivity and critical factors were used.
There was a total of 250 subjects for this study, 210 were permanent faculty
Graduate School
members and 40 were part-time lecturers of the University of Eastern Philippines.
The respondents were taken from the total population using the stratified
sampling method and were randomly selected. Research instrument in a form of
primary data were utilized in which the results of evaluation of 350 students and
45 supervisors were taken from the Office of the Instruction Coordinator and the
Vice President for Academic Affairs which are readily available. Findings of this
study showed that there is a significant difference in the performance of part-time
and permanent faculty as rated by supervisors but findings showed no significant
difference in the performance as perceived by the students. This reaffirms the
theory of Bandura (1989) that employees perform their obligations as mandated
by their position. Further, since part-time lecturers are not expected to perform
research, extension, and production, then they did not perform well in those
areas.
The research on “The Employees’ Perception of the Performance
Appraisal System of the Local Government of Iloilo City, Philippines” by
Capadosa (2013), determines the employee’s perception of the Performance
Appraisal System (PAS) of the City Government of Iloilo. Specifically this study
described the level of perception of the employees regarding the purposes of the
Performance Appraisal System (PAS) of the City of Iloilo, particularly the nature
of identification, measurement, and management of its employee‘s performance;
identified the opportunities and challenges of the current Performance Appraisal
System of the city; and recommends possible amendments or enrichment to the
current system which would be beneficial to the employees and constituents of

Graduate School
the City. The profile of respondents was also determined in terms of gender, age,
educational attainment, years of work experience and position status.
Descriptive-exploratory method was used in this study which captured the
attitude and perception of the respondents towards the Performance Appraisal
System. The variables used are the administrative and developmental purpose of
PAS. A total of 122 respondents were selected through random sampling; 10
from the management level and 112 from rank and files regardless of their
position status. Data gathering instruments such as focus group interview, survey
questionnaires, and secondary data collection were utilized. The findings show
that overall, the employees were in agreement with all the items regarding the
administrative purposes and developmental purposes of their PAS, however,
comments and suggestions on its improvement on its feedback system were
recorded by the researcher. Likewise, it was revealed that the department’s
commitment of the City of Iloilo to aggressively scale up interventions to elevate
the practice of governance that values transparency, accountability, participation,
and performance into an institutionalized status aimed to recognize LGUs with
good performance in focusing in areas like good planning and valuing of
performance information.
Another investigation about Performance appraisals entitled “An
Evaluation of the Performance Appraisal System and its Effect on Employee
Performance: A Case Study of Selected Senior High Schools in the Kwahu-
South District” was conducted by Adofo (2011) which explained that Performance
appraisals (PA) improve the work performance of employees by helping them

Graduate School
realize their full potentials in carrying out their firm's mission and also, to provide
information to employees and managers for use in making work-related
decisions. The general objective of the study, therefore, was to evaluate the
performance appraisal system of the Ghana Education Service (GES) and its
effect on employee performance. Purposely, the study also aimed to examine the
performance appraisal processes and procedures at GES; identify the main
reasons for conducting performance appraisal at the GES; determine the main
problems associated with the conduct of PA at the GES; evaluate the effect of
PA on employee performance at the GES; and identify the use of performance
appraisal records at the GES. The researcher used case study as the design for
the research as it was appropriate for the achievement of the research
objectives. Variables including the PA processes and procedures, reasons on the
conduct of PA, problems associated with the conduct of PA, effects of PA on
employee performance and use of PA records at the GES were used in the
study. The research, therefore, covers employees of the GES specifically the
teaching staff of some selected Senior High Schools in the Kwahu-South District.
The population for the study was 195 and a sample size of 100 respondents was
selected using the non-random sampling method. Interview and questionnaires
were used as instruments for the study and out of 100 questionnaires distributed,
80 of them were retrieved from respondents. The data were analyzed with tables,
bar charts, and pie charts. Among the main findings of the study was that the
Ghana Education Service (GES) did not have a clear-cut policy on the conduct of
performance appraisal. This has in its wake, culminated in the low commitment of
Graduate School
both appraisers and appraisees in the conduct of performance appraisals. It is
recommended in the study that there should a clear cut policy on the conduct of
performance appraisal in the GES in order to improve on its conduct. Again, it is
recommended that funds be earmarked for the conduct of performance
appraisals in schools.
Ravhura (2008) in his research on “Performance Management in the
Department of Education with Special Reference to the Limpopo Province” aimed
to evaluate performance management system (PMS) in Department of Education
in Limpopo Province. In particular, it sought to examine the objectives,
advantages, and disadvantages of performance management; discuss the role
and functions of the PMS as well as the methods for implementation and the
process of PMS in the department; and investigate the awareness, perception,
assessment, and rating of job performance since the implementation of PMS
within the department. The research used the variables of personnel’s general
assessment and perception of the performance management system by senior
management, middle management, junior management and operational workers.
The study did not include teaching staff and focus only on the staff members
working in Head Office situated in Polokwane City. The sample of 100 people in
four management levels was selected. The research respondents were drawn
from these categories using a combination of structured and random sampling
techniques. The research was done in two phases; Phase one involves a
literature study and phase two, a questionnaire. The literature study and survey
questionnaire have been supplemented by personal interviews. Documentary

Graduate School
analysis was also used as instruments to obtain a broader view of the study. The
research findings indicated that the Department of Education in Limpopo had
indeed undertaken measures to implement the Performance Management
System. However, the research findings showed that such efforts were not
sufficient for the purpose of the Government’s ability to deliver on its promise of
improved service delivery to all citizens of South Africa. The researcher
suggested that the training of personnel on the PMS be given more prominence
because it is believed that an effective and efficient PMS may lead to the
improvement of performance.
Letsoalo (2007) in her research about “An Evaluation of Performance
Management in the Public Service” tend to discover the attitude of employees
towards performance management systems in the public service particularly
within the Gauteng Department of Health. Exclusively, the researcher also aimed
to bring up the need to revisit the existing approach to service delivery and
performance management; and that there is no sense of ownership and
accountability on the part of the manager as well as the employee. A
research design is planned and structured to be participatory or action research
in nature. A triangulation approach involving qualitative and quantitative analysis
was adopted to ensure the validity of the constructs. The variables used are the
employee’s views and attitudes towards the elements of performance
management in Gauteng Department of Health in terms of hospital, position and
salary level. The researcher utilized purposive sampling as a type of non-
probability sampling method to select a sample for the pilot study. The population
Graduate School
for the main study phase was the employees of the two health care
institutions such as Natalspruit Hospital and Tambo Memorial Hospital, within the
Gauteng province. These two hospitals were conveniently chosen among the 28
hospitals within Gauteng Department of Health Ekurhuleni region because they
were the researcher’s place of work. A batch of 1300 and 1076 questionnaires
were distributed to Natalspruit Hospital and Tambo Memorial Hospital
respectively. The entire workforce was used as the population for the study.
Literature review, focus group interviews and questionnaires were used in
understanding Performance Management and Development Systems and its
purpose. Data from two health care institutions, Natalspruit Hospital and Tambo
Memorial Hospital, was analyzed using content analysis. The findings of this
study highlighted the significance of performance management and provided
insight into the perceptions and components of performance management. The
way in which performance management is implemented at Natalspruit Hospital
and Tambo Memorial Hospital is known. The attitude and perception of
employees towards the Performance Management and Development System are
also known. The results show that performance management is not effective and
not properly implemented in the two hospitals. A strong correlation was found
between the way a performance management system is implemented, and the
attitude of employees towards it. The hospital to which the employees belong to,
their positions and their salary level also play a role. This suggests that the more
performance management is properly and fairly implemented; and the more
policies and systems have been continuously monitored and evaluated, the
Graduate School
greater the impact on service delivery as the employees will have a positive
attitude towards it.
In the study “The Impact of a Performance Management System on
Service Delivery in the City of Johannesburg Metropolitan Municipality”
conducted by Radebe (2013), it has been defined that Performance Management
is a process through which employees’ performance is evaluated in order to
reward such performance that meets the required standards, and to develop
employees who fail to attain the required expectations. The overall organizational
performance hinges on the effectiveness with which a performance management
system is developed and implemented. This study focused on the extent to which
performance management is effectively developed and implemented at the City
of Johannesburg Metropolitan Municipality and the correlation that this has with
service delivery. Particularly, the study sought to identify what performance
orientation entails and whether it does exist at the City of Johannesburg; illustrate
how the Balanced Scorecard, as a performance measurement tool, operates and
also to demonstrate how it is related to a performance management system;
investigate which key performance areas are identified at the City of
Johannesburg; explore which performance indicators and identify critical success
factors; examine the steps that are taken by the City of Johannesburg to
correct or reinforce employee performance or behaviors; make
recommendations on how to effectively implement the performance
management system at the City of Johannesburg; and to come up with a better
designed performance management system for the City of Johannesburg and

Graduate School
ways of implementing performance management system effectively in this
municipality. The study used empirical research design. The variables used
include performance orientation, performance management system, key
performance areas, performance indicators and critical success factors. The City
of Johannesburg Metropolitan Municipality consists of seven regions. Using
probability sampling, 60 respondents were randomly selected from each of the
seven regions. This means that a simple random sampling was utilized to draw
sample respondents. In this way all of the regions were represented and the total
number of respondents (420) was considered as a sufficient sample. In order to
validate the hypotheses, the structured questionnaires were compiled. A
questionnaire for employees consisted of close-ended questionnaire statements
and open-ended questions. Another questionnaire with only close-ended
questionnaire statements was issued to residents to elicit responses on service
delivery by the City of Johannesburg. Some important findings are managers and
subordinates set objectives jointly but are, however, not participants in the
evaluation of the municipality’s performance. The employees of the
municipality are aware of the existence of the performance management
system but it is applied only to more senior officials. Lastly, there is no
relationship between the performance management system and service delivery.
The same objective has been defined in the study of Zhang (2012) entitled
“The Impact of Performance Management System on Employee Performance”.
The aim of this master thesis is to define performance management system,
employee performance, and employee performance measurement; analyze the

Graduate School
relationship between performance management systems with employee
performance, and determine how the different stages in performance
management system influence employee performance could respectively. In this
study, independent variables that were identified from a literature review include
planning performance, managing performance, and rewarding performance and
dependent variable which is employee performance. The research strategy is
based on quantitative research. Around 2,300 workplaces, 1,000 employee
representatives and 22,500 employees took part in the survey. The research is
based on secondary data analysis of the 2004 Workplace Employment Relations
Survey (WERS). The 2004 WERS data were analyzed in order to test the impact
of performance management system on employee performance by using a
package STATA for Windows. The Kruskal-Wallis test and Ordered Logic
regression were used to test the relationship and the results show the activities:
continuous communication within the organization and personnel development
impact significantly and positively on employee performance. Factor analysis and
descriptive statistic were also used as a statistical tool. However, the results
show that the performance management system has a positive but insignificant
relationship with employee performance. The setting of mission and objectives
in planning performance stage could also impact positively on employee
performance. Managing performance, coaching and communication has
significant and positive relationship with employee performance. While,
personnel development activity has a significant but negative relationship with
employee performance.
Graduate School
Another impact of performance management was conducted on Small-
Medium Enterprise (SME) by Bauml (2014) entitled “The Impact of Strategic
Performance Management on SME performance”. Although extant literature
specific to small and medium-sized enterprises (SMEs) suggests that Strategic
Performance Management positively affects organizational outcomes, empirical
evidence supporting this suggestion is predominantly anecdotal or limited to a
few qualitative case studies. Drawing on the resource-based view of the firm, this
study develops predictions that link the use of measures in key managerial
processes and three essential design properties of measurement systems
such as alignment of measures with firm strategy, breadth of measurement
system, and degree of formalization to the strategic alignment of employees
and to an SME’s financial performance. This study adopts a primary
quantitative research approach. The variables that are used are strategic
performance management in SMEs, use of measures and design,
implementation and maintenance of SPMS in SMEs. 90 owner-managers and
managing directors of Swiss and Singaporean manufacturing SMEs were used
as the respondents of the study. A structured 27-questions questionnaire was
used as instrument to obtain data. Results suggest that the use of measures is
positively associated with the strategic alignment of employees, which in turn
affects firm performance. A critical firm size of 45-55 employees is found, beyond
which the described first effect becomes increasingly significant. In addition, this
study provides supporting evidence for the breadth of a measurement system.
This design property positively moderates the underlying association

Graduate School
between the use of measures and the strategic alignment of employees.
Findings are discussed in light of existing theory with respect to large firms and
taking into account SMEs’ specific characteristics. Finally, findings are translated
into concrete recommendations for practitioners. In a narrow sense, managerial
implications are provided based on quantitative evidence from this study.
Synthesizing qualitative findings, the strategic positioning of Swiss and
Singaporean SMEs and associated challenges are presented and a three-step
approach for the identification and integration of relevant measures into
managerial processes is developed.
A dissertation of Deirdre (2012) on “The Effectiveness of Performance
Management in the Retail Industry in Ireland”, aimed to explore the effectiveness
of Performance Management for managers and employees in the retail industry
in Ireland; to investigate how Performance Management systems are
implemented in the organizations; to examine the difficulties which managers
face when implemented the Performance Management systems into use in their
organizations; and to determine whether employees are supported in carrying
out the expectations required of them with the performance management
systems. The research generated for this study is qualitative approach. Variables
that were used are the performance management system, difficulties with
performance management process and its effectiveness, and the methods used
to provide feedback on performance management. The populations for the
duration of this research are managers of the retail outlets of Argos, Iceland, and
Topaz where Performance Management is in use. A detailed literature review

Graduate School
was implemented in this dissertation on the effectiveness of Performance
Management as a tool for organizations to gain better results from the individuals
across all areas of work in the organization. Subsequent to this, the research
methodology such as questionnaires, observation, and interviews as well as both
quantitative/statistical and qualitative/non-statistical analysis techniques has
been carried out to gather the findings and analysis of this research. The
important findings that were generated from this research are that there are
definitely some defects apparent with the Performance Management Systems in
two of the retail outlets in Ireland. It was recommended that retail outlets need to
move away from paper-based appraisals to inputting the information through a
secure system online. Likewise, Performance Management systems should also
be on-going to receive the highest quality of performance from the individuals in
the organizations.
Synthesis
The related literature gathered from previous studies done by various
authors provides the researcher with much in-depth knowledge of strategic
performance management system. While most of the researchers gathered in the
conduct of this study relates to the assessment of the implementation of the
system, it is always a necessity for any organization to develop and implement a
properly designed performance management system as to determine whether a
continuous development of an organization’s human resources is assured.
Studies of Sanvictores (2015) and Watuma (2015) have a close
association with this study through the purpose of assessing the SPMS or PAS
Graduate School
as a basis for an action plan. The studies both used descriptive research design
and statistical tools such as frequency distribution, mean and ANOVA which was
also utilized in this study. While, studies of Maleka (2014), Legaspi (2015) and
Mathias (2015) used descriptive, inferential and cross-sectional research designs
to assess the performance management system and performance appraisal
system, respectively. Moreover, Maleka explained that the major problems in the
implementation of PMS are due to commitment problem of senior managers,
while the latter used focus group discussion (FGD) to gather relevant problems in
PAS implementation. As to the objectives of these studies, it is similar in the
current study so as to assess the implementation of a system and include the
possible problems during and after the implementation process.
In terms of the application of theory in performance management system,
the study of Chen (2011) used Mcnamara System model which differs from
William’s System Model used in this study. Although both models assess and
describe the process or phases in system’s implementation, this study does not
use a comparative analysis which was done in the study of Chen (2011).
Introduction of performance evaluation system, performance appraisal
system or performance management system and the like were introduced to the
different agencies in public sector by the studies of Capadosa (2013); Letsoalo
(2007); Radebe (2013); and Ravhura (2008), same with the current study.
Alternatively, the same systems were introduced to the different companies or
firms in private sector by the studies of Adofo (2011); Deirdre (2012); and Zhang
(2012).
Graduate School
In terms of research objectives set by the current study, studies of
Capadosa (2013); Deirdre (2012); Radebe (2013); and Ravhura (2008) also
aimed to determine the level of perception of employees regarding performance
management and recommends enrichment of the system. Data gathering
instruments such as interview and survey questionnaire that was used in the
current study were also utilized in the studies of Adofo (2011) and Letsoalo
(2007).
The independent variables used in the study of Zhang (2012) were in line
with the variables used in the current study such as planning, managing,
reviewing and rewarding performance. In terms of significant findings, it was
viewed that the findings of the study of Capadosa (2013) that employees are in
agreement with all the items regarding purposes of performance appraisal
system and the like are in agreement with the findings of the current study.
The current study also reviewed the literature on performance
management system, appraisals and the like, to see where there may be useful
learning for any organizations. This study also provides important criteria on
which to describe the implementation of a performance management system as
compared to the studies of Capadosa (2013); Adofo (2011); Deirdre (2012);
Letsoalo (2007); Radebe (2013); Zhang (2012); and Ravhura (2008).
Furthermore, whether an organization used either of performance ratings;
performance evaluation; performance appraisal; or performance management
system, these are all ensures that the performance of both individual and the
organization have objectively linked towards the attainment of strategic goals.

Graduate School
Generally, the objective, significant findings, variables used, research
method and design of the study of Bauml (2014) is different from the objective,
variables, research design and findings of the current study except for the data
instrument in form of structured questionnaire which was both used in studies of
Bauml (2014) and the current study.
Lastly, this study is different in some features though similar in some
aspects in the research studies reviewed and presented. This indicates that it is
not a duplication of any of the quoted studies and has a distinct character of its
own.
Graduate School
Chapter III
RESEARCH METHODOLOGY
This chapter presents the research environment, design, respondents of
the study, data gathering instrument, data gathering procedure, and statistical
treatment of data.
Research Environment
Batangas City Government is known as the “Industrial Port City of
CALABARZON” and included in the top ten most competitive cities in the country
today and the home of approximately 339,532 peace-loving, hospitable and hard
working inhabitants. Since its proclamation on 1969, the city became the
accelerating point of trading, commercial and industrial activities in the locality.
This capital city is also one of the nation’s top revenue earning cities, land of
historical places, marine resources and of great opportunities for social and
economic advancement. This overall development concept strengthens the City’s
strategic importance given its role in the region, the province and its proximity to
Metro Manila.
Batangas City also formulated policies in response to human resource
development. One of the policies forms part of it was the policy of the Strategic
Performance Management System (SPMS) which aimed at developing
employees and organizational performance to give efficient and effective public
service to its constituents. Thus, this study is an attempt to assess the SPMS of
the city, particularly, the nature of assessment, measurement, and management
of its Organizational and Individual employee’s performance. It is also hoped that

Graduate School
this study determined the significance of employee’s performance in terms of
their socio-demographics as part of the measurement of its efficiency and
effectiveness and for possible inputs to policy development of the current
performance management system.
Research Design
This study used a descriptive method in the assessment of
Implementation of SPMS in the City Government of Batangas. Descriptive
research is one of the known research design which focuses on fact-finding and
the interpretation of data gathered, aims to describe and interpret any data
acquired during the course of a study; and provides a basis for decision-making
and determine the relationship and differences between the existing and
proposed system (Sanvictores, 2015). The researcher used the descriptive
method of research since descriptive research is conclusive in nature.
Furthermore, this kind of research design gathers quantifiable information that
can be used for statistical inference on the population through data analysis.
Descriptive method was chosen by the researcher because this method seems
to be the most appropriate as the purpose of the study which is to determine the
implementation of Strategic Performance Management System of Batangas City
Government.
Respondents of the Study
Only individuals appointed as employees of the Batangas City
Government with permanent appointments under the CSC Omnibus Rules on
Appointment were included in this study. This study used a probability sampling
Graduate School
method that utilizes some form of random selection. This method assures that
the different units in the population have equal probabilities of being chosen from.
The researcher used stratified proportionate random sampling to determine the
number of samples. A stratified proportionate random sample is a sampling
process in which members of the population are first divided into strata and then
are randomly selected to be a part of the sample. A sample size of 324
respondents was computed using Slovin’s Formula. The matrix of total
respondents per unit is as follows:
DEPARTMENT POPULATION SAMPLE SIZE

Office of the City Mayor 301 57
Office of the Sangguniang Panlungsod 111 21
City Planning and Development Office 42 8
Office of the Civil Registrar 35 7
Office of the General Services 231 44
Office of the City Budget 28 5
Office of the City Accountant 55 11
Office of the City Treasurer 86 16
Office of the City Assessor 73 14
Office of the City Legal Officer 18 3
Colegio ng Lungsod ng Batangas 62 12
Office of the City Health Officer 190 36
Office of the City Social Welfare & Dev’t Officer 68 13
Office of the City Veterinarian & Agri’l Services 84 16
City Environment and Natural Resources Office 34 7
Office of the City Engineer 165 31
Office of the City Market Administrator 115 22
Office of the City Prosecutor 6 1
TOTAL: 1,704 324
Graduate School
Data Gathering Instrument
The validity and reliability of any research or study depend to a large
extent on the appropriateness of the instruments. Whatever procedure one uses
to collect data, it must be critically examined to check the extent to which it is
likely to give you the expected results.
Description of the Questionnaire. For the purpose of this study, survey
questionnaire (Appendix D) was used as a fact-finding strategy. The survey
questionnaire includes the title which identifies the domain of the study; and
general objective which describes the purpose of the survey. Subsequently, the
survey questionnaire was divided into three parts. Part one identifies the profile
of the respondents in terms of age, sex, educational attainment, length of
service, and department. Part two describes the implementation of SPMS in the
City Government of Batangas in terms of planning and commitment, monitoring
and coaching, review and evaluation, rewarding and development planning with
corresponding options, scale range and verbal interpretation in support on
respondent’s description of the implementation of the system. Lastly, Part three
identifies problems encountered in the implementations of SPMS in the City
Government of Batangas with same options, scale and interpretations presented.
Validation of the Questionnaire. The instrument of SPMS was taken
from the standard procedures/processes used in the implementation of SPMS in
the City. While, for the profile and the problems encountered in the
implementation of SPMS, it was done through external expert’s validation. The
researcher consulted the statistician to test the reliability of the questionnaire.

Graduate School
The computed Cronbach alpha was (α=0.829). This implies that the
questionnaire used by the researcher is highly acceptable.
Administration of the Questionnaire. The researcher personally
administered the questionnaire to the respondents to ensure that all the
questions and concerns will be immediately addressed by the researcher. She
likewise re-contacted respondents who have not responded to the survey, to
increase the numbers of the respondents and the reach of the survey. The
questionnaire was administered on March 3, 2017; some were immediately
retrieved, while others were follow-up until March 10, 2017.
Scoring of Responses. The scoring of the responses on Part II of the
research instrument utilized a 1 to 5 scale, where:
Options Scale Range Verbal Interpretation

5 4.50 - 5.00 Strongly Agree/Fully Implemented/Very Great Extent
4 3.50 – 4.49 Agree/Implemented/Great Extent
3 2.50 – 3.49 Moderately Agree/Moderately Implemented/Moderate Extent
2 1.50 - 2.49 Disagree/Poorly Implemented/Less Extent
1 1.0 – 1.49 Strongly Disagree/Not Implemented/No Extent
The above scale was used in order to determine the implementation of
SPMS in the City Government. Likewise, the respondent’s description and
responses were statistically verified. This became also a basis for finding out the
components of the system where respondents described to be implemented or
not. When the respondents strongly agree with the statements listed per SPMS
components, it was verbally interpreted as fully implemented. And if they are in
agreement with the stated roles of SPMS key players, it only means that
Graduate School
respondents described the implementation of SPMS as implemented in the City,
and same applies with the rest of the verbal interpretation.
Interview
The researcher considered the interview as another form of data collection
as it is deemed as a comprehensive method to obtain data. The researcher used
an interview guide questionnaire (Appendix C). The interview was done in the
course of setting appointments with performance management team members
(PMT), heads and employees per department from Jhjffff6anuary 23 to January
27, 2017. The aim of this instrument is to explore topics or items relative to four
specific performance management cycles as well as the respondent’s
understanding of the SPMS prior to its implementation and their encountered
problems on the SPMS during and after the implementation.
Data Gathering Procedure
The researcher sent a letter, dated November 12, 2016, addressed to the
City Mayor in the conduct of survey and interview among heads, supervisors,
and employees of the City Government. It is further noted that the reason for
doing so is to acquire insights about the implementation of SPMS in the city.
After coming up with the improved survey questionnaire on SPMS
implementation and problems encountered in the implementation of the system,
it was validated by the adviser and panel of experts from January 30 to February
2, 2017. The researcher sought the permission of the Chairman for the dry-run
testing participated by 30 government employees of the Provincial Government
of Batangas on February 3, 2017. The results of the dry-run test were tabulated
Graduate School
and the questionnaire’s reliability was calculated on February 27, 2017. The
result passed the Cronbach’s Alpha value, hence advancing the researcher
towards seeking, on March 3, 2017, the consent of her adviser and of the
Chairman regarding the actual conduct of the survey.
The researcher readied afterward the survey questionnaire for distribution
and advised the employees, through their PMT members, the actual schedules of
the survey administration. During the administration, the respondents were asked
to answer the survey questionnaire with utmost objectivity and sincerity and they
were informed of the confidentiality of the data. The distribution of questionnaire
last until March 9, 2017, and was retrieved on March 10, 2017. After sufficient
data has been available, the results of the survey questionnaire were encoded
and statistically treated.
Statistical Treatment of Data
The following statistical tools were used in the study:
Frequency count and percentage. This was used to describe the
distribution profile of the respondents in terms of age, sex, educational
attainment, length of service and department.
Weighted Mean. This was used to determine the responses chosen from
the scale of five and the extent to which the SPMS processes were undertaken.
Analysis of Variance (ANOVA). This was used to determine the
significant differences between the profile of respondents and the implementation
of SPMS in the City Government of Batangas. Expressly, the profile of

Graduate School
respondents in terms department is significant since the p-values obtained are all
lower than .05 level of significance.
Pearson’s (r). This was used to determine a significant relationship
between the implementation of SPMS and the problems being encountered in
the implementation of SPMS in the City Government of Batangas. Since r-values
obtained are all positive and lower than .05 level of significance, it was verbally
interpreted as significant.
Graduate School
Chapter IV
PRESENTATION, ANALYSIS AND INTERPRETATION OF DATA
This chapter presents the data gathered, its analysis and interpretation.
The data are presented in the table following the order of presentation in the
statement of the problem.
1. Profile of the Respondents
The gathered data through survey questionnaires on the profile of the
respondents specifically age, sex, educational attainment, length of service and
department under study were consolidated and summarized through a
presentation of tables. These were interpreted and supported with related
literature and reviews to assist the researchers in understanding the overview of
the descriptive characteristics of data.
1.1 . Age
Presented in Table 4.1.1 was the characteristics of respondents with
respect to age. The age of the respondents is classified into four groups with the
interval of 19 years each. The lowest age bracket is from below 20 years old,
followed by 20-39 years old, 40-59 years old and lastly 60 years and above.
Table 4.1.1
Distribution of Respondents in Terms of Age
Age bracket Frequency Percentage

Below 20 years old 0 0
20-39 years old 124 38
40-59 years old 185 57
60 years and above 15 5
Total 324 100
Graduate School
The highest number of the respondents belonged to the 40-59 years age
group constituted 185 or 57 percent, closely followed by those who were 20-39
years old with a frequency of 124 or 38 percent. Only 15 or 5 percent of the
respondents are between 60 years old and above and obtained the lowest
percentage while there is no respondent belonging to age bracket below 20.
The researcher considered that the distribution of respondents by ages
suggests that majority of the Batangas City Government employees were
relatively composed of young (20 years) to middle-aged (up to 59 years old). The
researcher ensures equal chances of being respondents of the research in order
to be fair in their assessment to determine the Strategic Performance
Management System’s Implementation (SPMS) of Batangas City Government.
The results manifest that majority of respondents of the highest frequency were
present during the administration of survey questionnaire and were undergone
several assessments of performance evaluation or appraisal system. This
confirms with the records of the Human Resource Management and
Development Office of Batangas City Government that most of government units
fall under this age bracket.
Profile variables as age maybe a factor contributory to the assessment as
to work performance (Ng & Fieldman, 2007; Smedley and Whitten, 2008; Schultz
& Adam, 2007; and van den Boomen and Peters, 2017).
Ng & Fieldman (2007) highlighted that the relationships of age with core
task performance and with counterproductive work behaviors are curvilinear in
nature. Smedley and Whitten (2008) state that it is no secret that the world
Graduate School
population is getting older, hence, “45-59-year-olds will form the largest group in
the labor force and by 2007 it is expected that there will be more people of
pensionable age than children under 16” (p. 3). This fact will directly affect
organizations in employing, managing and motivating an older workforce. It has
and will continue to have an impact on government regulations relating to the
employ of older workers as well. In conclusion, Smedley and Whitten are not
“favoring older people over any other age group, until now the older person has
been marginalized in the workplace and society” (p. 339).
On the other hand, Schultz and Adam (2007) emphasized that the aging
of baby boomers, along with the predicted decrease of the available labor pool,
place an increased scrutiny and emphasis on issues relating to an aging
workforce. Furthermore, van den Boomen and Peters (2017) examined the effect
of age and reward on task performance, practice effects, and motivation.
Although the study of Gurbuz and Dikmenli (2007) negated past result that
ages in some cases do not influence significantly as regards to the perception of
performance appraisal, it is in contrary to the findings of Tillou & Liarte (2008)
that shows a strong positive impact of age on group performance.
1.2 . Sex
respect to sex. As depicted in table below, out of 324 respondents, 263 or 82
percent were female and 61 or 18 percent were male. This confirms the Records
of the National Statistics Office (2012), that the Philippines population shows
more females than males.

Graduate School
Table 4.1.2
Distribution of Respondents in Terms of Sex
Sex Frequency Percentage

Male 61 18
Female 263 82
Total 324 100
In Batangas City government, it is very obvious that female employees
outnumbered male employees because during the administration of survey, more
female employees extended their support to answer the questionnaire than male.
This may be supported by the researcher’s observation that in the City
Government of Batangas, the female group is more likely found in public offices
while the male are doing field works. In most organization, it can be observed
that there are a lot of career women comprising of the new generation. When the
researcher did an interview, employees, claimed that woman empowerment is on
top of every organization; there are a lot of woman managers on posts which
might somehow affect perceptions as there are a lot of gender differences
studies.
This affirms the study that women are significantly more likely than men to
be designated as All-Stars, which indicates that, they outperform men in other
aspects of job performance (Green, Jegadeesh & Tang, 2009). Accordingly, as to
gender, female employees may have different views or opinions than males and
they may affect the findings of the study.
1.3 . Educational Attainment
respect to the educational attainment.

Graduate School
Table 4.1.3
Distribution of Respondents in Terms of Educational Attainment
Educational Attainment Frequency Percentage

Elementary 0 0
Secondary 8 2
College 244 76
Graduate School 72 22
Total 324 100
The results in Table 4.1.3 noted that most of the respondents have
acquired College degree and this constituted about 76 percent out of 324
respondents. The respondents with post-graduate degree were (72) or 22
percent, and there are still secondary graduate with 8 or 2 percent.
As observed by the researcher, majority of respondents that acquired
College degree have the highest frequency because most of the employees who
are under middle-aged group are contented with their college education and this
confirms with the information gathered during interview that those employees do
not have any chance to pursue graduate school because of financial and priority
circumstances. Hence, even if there is a difference in salary grade for a Master
or Doctorate level; still a gap between College level and Graduate School level
was very obvious.
The number of respondents with post-graduate degree represents
executive or supervisory positions since this is a requirement for this job
classification. These records show the need to encourage employees to pursue
their graduate program not only for salary grade purposes but more so for
professional growth. There is a need to motivate employees to enroll in post-
graduate studies to enhance their competencies on their jobs.

Graduate School
A lot of studies cited that education is positively related to task
performance (Ng & Fieldman, 2009) and that it is positively related to creativity
and citizenship behavior and negatively related to on-the-job substance use and
absenteeism. Moreover, the study of Gurbuz and Dikmenli (2007) emphasized
that it is possible that employees with high qualifications (Bachelor degree and
higher) might extend more cooperation, willingness, commitment and honesty to
answer the survey especially if it aims for their career development.
1.4 . Length of Service
respect to the length of service.
Table 4.1.4
Distribution of Respondents in Terms of Length of Service
Length of Service Frequency Percentage

Below 10 years 133 41
10-19 years 96 30
20-29 years 69 21
30-39 years 22 7
40 years and above 4 1
Total 324 100
As indicated in the table above, there were 133 (41 percent) respondents
who had rendered service to local government unit below 10 years, followed by
96 (30 percent) between 10-19 years, next is 20-29 years with 21 percent of
respondents, while 30-39 with 22 or 7 percent. Lastly, only 4 or 1 percent have
worked for 40 years and above.
The researcher believed that this data is a good manifestation on the fair
distribution of responses from different levels of their years in their respective

Graduate School
positions. Results of this study confirmed that in Batangas City Government,
there is a majority of employees who are still willing to stay more years in service
in the organization.
This was supported by the study of Dale & Fox (2008) which asserted that
the more years the respondent intended to stay in the organization, the more
committed the employee became to the goals and objectives of the organization.
Likewise, the inverse relationship between the two variables was true. In as far
as staying in the organization is concerned, studies show that the turn-over in the
least frequency of respondents are caused by some employees who have not
been promoted after long years in service (Balatbat, 2010). Therefore, the length
of service or tenure tends to place a restraint on the person’s option that led
him/her to stay in the organization. Like age, respondents perceived themselves
as having fewer alternatives as job tenure increases.
1.5 . Department
respect to a department.
According to the results, it shows that there is 57 or 18 percent of
respondents who are working at the City Mayor’s Office, followed by 44 or 14
percent under General Services Department, next is 36 or 11 percent under the
City Health Office and 31 or 10 percent at the City Engineer’s Office. While at
least, there are representatives from other departments.
The highest frequency is obtained by the Office of the City Mayor because
there are a total of sixteen (16) divisions under the said office where the
Graduate School
researcher distributed the questionnaire. The researcher believed that those who
are working under the City Mayor’s Office have a significant effect on the findings
of the study because the majority of respondents can substantiate the analysis of
items or components of SPMS that are implemented or not. Since Human
Resource Management and Development Office is one of division under the
Office of the City Mayor, there will have significant results on the assessment of
the implementation of SPMS in the City Government of Batangas.
Table 4.1.5
Distribution of Respondents in Terms of Department
Department Frequency Percentage

Office of the City Mayor 57 18
Office of the Sangguniang Panlungsod 21 7
City Planning and Development Office 8 2
Office of the Civil Registrar 7 2
Office of the General Services 44 14
Office of the City Budget 5 2
Office of the City Accountant 11 3
Office of the City Treasurer 16 4
Office of the City Assessor 14 3
Office of the City Legal Officer 3 1
Colegio ng Lungsod ng Batangas 12 4
Office of the City Health Officer 36 11
Office of the City Social Welfare & Dev’t Officer 13 4
Office of the City Veterinarian & Agri’l Services 16 5
City Environment and Natural Resources Office 7 2
Office of the City Engineer 31 10
Office of the City Market Administrator 22 7
Office of the City Prosecutor 1 1
Total 324 100
The researcher considered that most of the respondents of this research
are coming from among well-represented employees considering the need to
establish a very good data based on equal workforce distribution of Batangas
City government employees. In order to evaluate the performance management

Graduate School
and improve work performance, the researcher believed that it is very important
to include across offices perceptions in order to provide feedback from
employees.
On the other hand, the number of the least frequency of respondents
obtained by the City Prosecutor’s Office is caused by some employees who have
not been promoted to a permanent post and still holding a casual position under
the said office. However, the researcher believed that it is also important to
consider the response of this respondent considering that a permanent employee
plays an important role in pursuing the objectives or goals of the City
Government of Batangas.
It was disclosed in the Batangas City Government Employee Handbook
that in one of the objectives of SPMS, institutional accountabilities need to be
cascaded to ensure organizational and individual effectiveness in the various
levels of the organization. In the effective implementation of SPMS, the role of
managers as coaches and mentors provide an enabling environment/intervention
to improve team performance, and to manage and develop individual potentials;
thus all departments’ participation in the improvement of the system is relatively
very imperative.
2. Respondent’s description of the implementation of SPMS in the
City Government of Batangas in terms of four-performance management
cycles.
Listed below is the presentation of tables illustrating the respondent’s
description of the implementation of SPMS in the City Government of Batangas

Graduate School
in terms of planning and commitment, monitoring and coaching, review and
evaluation and rewarding and development planning.
2.1 Planning and Commitment;
Table 4.2.1 presents the weighted mean and its corresponding verbal
interpretation on different specific criteria under planning and commitment.
Table 4.2.1
Implementation of SPMS in the City Government of Batangas in Terms of
Planning and Commitment
Planning and Commitment Weighted Verbal

Mean Interpretation
1. The Batangas City Government sets the 3.94 Implemented
targets and measures for the next year as
early as August of the current year.
2. The Batangas City Government’s annual 3.92 Implemented
plans are reflected as targets/activities for
projects that would be completed in six (6)
months or more so that progressive outputs
are identified and rated accordingly.
3. The Batangas City Government’s 3.96 Implemented
Performance Management Team (PMT)
reviews and approves the IPCR.
4. The Batangas City Government’s PMT 3.91 Implemented
guarantees that the performance targets,
measures, and budgets are aligned with
those of the organization and work
distribution of Offices is rationalized.
COMPOSITE MEAN 3.93 Implemented
The table shows that the implementation of SPMS in the City Government
of Batangas in terms of Planning and Commitment with a composite mean of
3.93 is verbally interpreted as implemented given that majority of the items under
this phase obtained weighted means closely parallel to the computed composite
mean.
Graduate School
The highest in the rank described upon by the respondents was the
Batangas City Government’s Performance Management Team (PMT) reviews
and approves the IPCR with a weighted mean of 3.96 verbally interpreted as
implemented. It is due to the fact that during planning and commitment, the
Individual Performance Commitment and Review (IPCR) were considered first by
members of the PMT and this was consistently implemented during the
implementation of SPMS in the City. Followed by the Batangas City Government
sets the targets and measures for the next year as early as August of the current
year (3.94) verbally interpreted as implemented, the Batangas City Government’s
annual plans are reflected as targets/activities for projects that would be
completed in six (6) months or more so that progressive outputs are identified
and rated accordingly (3.92) verbally interpreted as implemented.
The lowest rank was that the Batangas City Government’s PMT
guarantees that the performance targets, measures, and budgets are aligned
with those of the organization and work distribution of Offices is rationalized with
a weighted mean of 3.91 verbally interpreted as implemented. The lowest
weighted mean only manifest that even if the alignment of performance targets
and measures are implemented, the roles of members of PMT are not
successfully accomplished given that in the City Government of Batangas,
employee’s work distribution at their respective offices were not streamlined and
unorganized. Such result serves as a call for PMT members to really implement
the alignment of work with that of the organization which is seen evidently in their
efforts in the reorganization of assigned offices and work specification of

Graduate School
employees in order to align the objectives set by the SPMS and links it with
organizational goals.
The researcher believed that this result is a strong manifestation on how
the City Government employees sincerely target performances. Like any other
organization, Batangas City Government is also exerting efforts in the
implementation and realization of aligning work distribution of their employees in
relation to the standards set by SPMS. It is therefore important to note that
SPMS focuses on the major final outputs (MFOs) that contribute to the
understanding that there is an organization’s mandate, vision, mission, strategic
priorities, outputs and outcome which need to be targeted and implemented.
True to the mission of any Performance appraisals, planning what to do and what
to accomplish will help employees realize their full potentials in carrying out their
organization’s mission and also, provide information to employees and
managers for use in making work-related decisions.
The researcher also understands that the need to establish an effective
system that accurately evaluates the performance of its workers for the purpose
of determining tenure, promotions, and incentives is of absolute urgency. While
policies and systems for employee performance evaluation have long been in
place in government, there has been an increasing demand to review the existing
system in order to produce tangible results.
In the study done by Adofo (2011) performance appraisal as a system
help improve the work performance and do feedback among employees and
thereby serve as a vehicle for personal and career development. In most

Graduate School
organizations, performance appraisals, however, are beset with difficulties as a
result of their complex nature.
In an interview with respondents, cascading as a planning process is done
through consultative meetings and orientation by department heads specifically
the Human resource management since they need to be proactive in the
implementation of organizational structure and personnel management best
practices. This role is referred to as Strategic Human Resource Management
(SHRM) which is a means to competitive advantage as it requires thinking
ahead, and planning ways for a company to better meet the needs of its
employees, and for the employees to better meet the needs of the company.
Parallel to this, during the performance planning and commitment, the first
thing to do is to understand your agency’s Major Final Output (CSC SPMS
Guidebook, p.17). It is in the planning stage which offers the foundation of an
effective process. In this planning phase, it is the responsibility of the supervisors
and subordinates to be involved in a joint participative process and set
organizational goals, as well as specific goals for an individual. Objectives, on the
other hand, also create the environment in which an individual will be measured
according to his or her own performance and output, with set standards for
evaluation (Nyembezi, 2009).
2.2 Monitoring and Coaching;
interpretation on different specific criteria under monitoring and coaching.

Graduate School
Table 4.2.2
Monitoring and Coaching
Monitoring and Coaching Weighted Verbal

Mean Interpretation
1. The Batangas City Government’s Heads or 4.02 Implemented
Supervisors monitor the work activities of
employees and progress of work output.
Supervisors address factors that either help
or hinder effective work performance and
design tracking tools or monitoring strategies
as may be needed.
Supervisors emphasize the strategic role of
being an enabler/coach/mentor rather than a
mere evaluator.
Supervisors fully exercise or practice
management development intervention in
enhancing the potentials of every employee
under them.
The table shows that the implementation of SPMS in the City Government
of Batangas in terms of Monitoring and Coaching with a composite mean of 3.91
is verbally interpreted as implemented given that majority of the items under this
phase obtained weighted means closely parallel to the computed composite
mean. The manifestation that SPMS is being implemented is due to the stand of
members of Performance Management Team and department heads during the
interview, that there is really a need to have a database that monitors the
performance of employees.
The highest was that the Batangas City Government’s Heads or
Supervisors monitor the work activities of employees and progress of work output
Graduate School
with a weighted mean of 4.02 verbally interpreted as implemented. Since there is
no such system that evaluates or monitors employee’s performance in the City,
the department heads are really focus on proper implementation of monitoring
the employee’s activities and outputs. It is followed by the Batangas City
Government’s Heads or Supervisors address factors that either help or hinder
effective work performance and design tracking tools or monitoring strategies as
may be needed (3.88) verbally interpreted as implemented, Heads or
Supervisors fully exercise or practice management development intervention in
enhancing the potentials of every employee under them (3.87) verbally
interpreted as implemented.
The lowest is that Heads or Supervisors emphasize the strategic role of
being an enabler/coach/mentor rather than a mere evaluator with weighted mean
of 3.86 verbally interpreted as implemented. The lowest weighted mean is
probably due to the fact that most of the department heads in the City
Government less exercised the implementation of emphasizing the role of being
a coach or a mentor.
And these are the reasons why the researcher agreed on the broader
functions of Heads or Supervisors in designing mechanisms or tools for
monitoring and coaching of individual performance. It was in consonance with the
guidelines set by the Civil Service Commission (CSC) regarding the City’s
Strategic Performance Management System on the need to establish a system
that supports monitoring and evaluation. It has been through the years were
heads claimed that it is the mandate of the CSC to constitutionally adopt

Graduate School
measures to promote morale, efficiency, integrity, responsiveness, courtesy and
public accountability among government employees. As department heads their
daily task is to seriously coach and mentor their employees to enhance
employee’s individual performance and ensure organizational and individual
effectiveness through cascading institutional accountabilities to the various levels
of the organization.
Since department heads believed that they are responsible for collecting
performance data, and that accuracy of the evaluation depends on the quality of
data gathered, they found their role very critical. As cited in Sunlin (2008),
performance data is obtained through observations of behaviors or, less ideally,
by inferring behaviors through knowledge of results. Managers and supervisors
then as coaches and mentors are an inspiration to provide an enabling
environment/intervention to improve team performance, and to manage and
develop individual potentials.
On same reason, most of the respondents of the current study agreed on
all the roles of the LGU’s Heads/Supervisors under this phase of performance
management. It was disclosed on the Performance Management Guide for
Municipalities in South Africa by Mufamadi (2010) that performance monitoring is
an ongoing process that runs parallel to the implementation of the agreed
Integrated Development Plan and that a municipality must develop a monitoring
framework that identifies the roles of the different role -players in monitoring and
measuring the municipality's performance.

Graduate School
The result was also supported by the guidelines in identifying the
performance goals and individuals under each division set by the CSC
Guidebook on the Strategic Performance Management System stating that
during the monitoring and coaching period, it is important that the Agency
regularly monitor the performance of offices, divisions, and employees. It is also
necessary to put monitoring and evaluation mechanisms and tools in place so
that timely and appropriate steps can be taken towards meeting performance
targets and organizational goals (p.68).
This can be justified by the study of Chidwala (2013) revealing that the
absence of a monitoring and evaluation system in the implementation of the
Performance Management policy vindicates the fears of one respondent
who wondered whether its introduction was based on need or influence
from external factors.
2.3 Review and Evaluation;
Table 4.2.3 A presents the weighted mean and its corresponding verbal
interpretation on different specific criteria under review and evaluation based on
Office Performance.
It could be seen from the table that the employees of the City Government
of Batangas substantially described that the Implementation of SPMS in terms of
Performance Review and Evaluation based on Office Performance Assessment
with a composite mean of 3.96 was implemented given that majority of the items
under this phase obtained weighted means closely parallel to the computed
composite mean. The manifestation that SPMS is being implemented is due to

Graduate School
the fact that the key players in the implementation of this system do successfully
their roles in assessing, evaluating and validating the performance of Offices.
Table 4.2.3 A
Review and Evaluation Based on Office Performance
Review and Evaluation Based on Office Weighted Verbal

Performance Mean Interpretation
1. The Head of Office initially assesses the 4.15 Implemented
OPCR.
2. The Planning Office assesses and evaluates 3.94 Implemented
the performance of Offices.
3. The Planning Office validates the 3.93 Implemented
accomplishments reported by offices.
4. Various rating scales are used for specific 3.93 Implemented
sets of measures for core functions and
support functions.
5. Critical factors affecting the delivery of work 3.80 Implemented
output are reflected and computed.
6. In computing the final rating of the office and 3.89 Implemented
individual performances, the weight allocation
includes 45% strategic priorities, 45% core
functions and 10% support functions.
7. After the end of the year, all 4.10 Implemented
departments/offices submit the accomplished
OPCR to the planning office for
evaluation/validation.
8. The Planning Office returns to the Offices the 3.96 Implemented
validated accomplishments, with the
summary report per office.
9. The Planning Office consolidates, reviews, 3.95 Implemented
validates and evaluates the initial
performance assessment of the Head of
Office based on reported office
accomplishments against success indicators
and the allotted budget against the actual
expenses.
10. The Batangas City Government annually 3.94 Implemented
conducts a performance review conference.
Graduate School
The highest weighted mean of 4.15 verbally interpreted as implemented
denotes that the Head of Office initially assess the OPCR and this was evidently
seen in the conduct of SPMS in the City Government of Batangas. Employees
also describe that after the end of the year, all departments/offices submit the
accomplished OPCR to the planning office for evaluation/validation (4.10)
verbally interpreted as implemented, that the Planning Office returns to the
Offices the validated accomplishments, with the summary report per office (3.96)
verbally interpreted as implemented and consolidates, reviews, validates and
evaluates the initial performance assessment of the Head of Office based on
reported office accomplishments against success indicators and the allotted
budget against the actual expenses with 3.95 weighted means verbally
interpreted as implemented. It is followed by the Planning Office assesses and
evaluates the performance of Offices and the Batangas City Government
annually conducts a performance review conference, both with a weighted mean
of 3.94 verbally interpreted as implemented.
On the other hand, the second lowest were respondents still agreed on is
that the Planning Office validates the accomplishments reported by offices and
various rating scales are used for specific sets of measures for core functions
and support functions, both with 3.93 weighted means verbally interpreted as
implemented. And the least two are that in computing the final rating of the office
and individual performances, the weight allocation includes 45% strategic
priorities, 45% core functions and 10% support functions and critical factors
affecting the delivery of work output are reflected and computed, with 3.89 and
Graduate School
3.80 respectively, verbally interpreted as implemented, since the City SPMS fails
to align the percentage of core and support functions with the guidelines set by
the Revised Policies on Performance Evaluation System.
The results ended up the researcher to consider that valuing the process
of reviews and evaluation demands accuracy of the data and that the quality of
gathered information has to be validated based on reported accomplishments
vis-à-vis success indicators. The researcher also understands that majority of the
results were verbally interpreted as implemented because the role of department
heads in the City in assessing the Office Performance Contract and Review and
in submitting the accomplished OPCR to the concerned office for evaluation and
validation was properly executed. Since the Planning Office has the role of
returning the validated accomplishments to the Offices with a summary report;
being consistent with consolidating, reviewing and evaluating the initial
performance based on accomplishments report of various offices made the
respondents realized that the implementation of SPMS in the City was
implemented. The highest Planning Officer may be reliable in recommending
approval of the OPCR and may also be apt to conduct an agency performance
planning and review conference annually.
The researcher also observed that in office performance assessment, the
determination and use of various rating scales for a specific set of measures
obtained the least frequency because the alignment of weight allocation of the
core functions and support functions are not properly implemented and are not
aligned with the provisions of Memorandum Circular No.13 S. 1999 or the

Graduate School
Revised Policies on the Performance Evaluation System. The functions that
deliver the mandates of the City should accounts to 70% of the overall rating of
the employee while the functions that provide necessary resources to enable the
City to effectively perform its mandate should account for 30%. More so, the City
may determine critical factors based on the nature of work of employees like
courtesy, communication skills and client relations for frontline functions, while,
management skills and innovativeness for supervisory functions.
According to Zaman (2011) performance reviews are important because it
helps the management and the employees to gather thoughts and become more
familiar with the areas that need improvement and those that are working well.As
a result, an implementation of the performance assessment is of critical
importance to the success factor in the future of the organization. Armstrong and
Baron (2008) argue that, if the system development and implementation are
misguided, then all efforts will remain futile exercise, which could lead to wastage
of resources. It is also supported by Pulakos (2009:3), who argued that
performance management system is the most difficult system to implement in
organizations.
Table 4.2.3 B presents the weighted mean and its corresponding verbal
interpretation on different specific criteria under review and evaluation based on
Individual Employees Performance.
It could be seen from the table that the employees of the City Government
of Batangas described the Implementation of SPMS with a composite mean of
3.96 as implemented given that majority of the items under this phase obtained
Graduate School
weighted means closely parallel to the computed composite mean. The
manifestation that SPMS is being implemented is due to the fact that the key
players in the implementation of this system also do successfully their roles in
assessing, evaluating and validating the performance of Individual employees.
Table 4.2.3 B
Review and Evaluation Based on Individual Employees Performance
Review and Evaluation Based on Individual Weighted Verbal

Employees Performance Mean Interpretation
1. The immediate supervisor assesses 4.03 Implemented
individual employee performance based on
the commitments made at the beginning of
the rating periods.
2. The Head of Office makes the final 4.05 Implemented
assessment of performance level of the
Individual employees in his/her office.
3. The average of all individual performance 3.95 Implemented
assessments is not higher than the collective
performance assessment of the office.
4. The head of the office ensures that the 4.01 Implemented
performance assessment of the employees is
submitted to the Planning Office within the
prescribed time
5. The PMT serves as the appeals body and 3.89 Implemented
final arbiter on performance concerns
For individual performance, the highest in the rank is that respondents
described that the role of Head of Office in making the final assessment of
performance level of the Individual employees in his/her office (4.05) was
verbally interpreted as implemented because they are the one who has the
authority to do so. Followed by the immediate supervisor assesses individual
employee performance based on the commitments made at the beginning of the
rating periods (4.03) verbally interpreted as implemented, Head of the Office

Graduate School
ensures that the performance assessment of the employees is submitted to the
Planning Office within the prescribed time (4.01) verbally interpreted as
implemented.
The least agreed items are the average of all individual performance
assessments is not higher than the collective performance assessment of the
office (3.95) verbally interpreted as implemented and that the PMT serves as the
appeals body and final arbiter on performance concerns (3.89) verbally
interpreted as implemented because, in certain circumstances, individual
performance ratings were higher than that of the office performance ratings and
department heads sometimes serves as final authority on concerns relating to
individual employees performance.
In SPMS, the researcher understands that the objectives aim to maintain
and improve the ability of the organization to achieve corporate objectives, is the
development of strategies designed to enhance the contribution on manpower at
all times through setting standards set of evaluation tools that measure different
group of employees, the tools tend to validate the result of each other.
Furthermore, the researcher believes that the success of the SPMS relies on the
people who are responsible for implementing it. Although heads and supervisors
are important in the realization of organizational goals, the role of individual
employees will be also critical to the success of SPMS.
This is a strong indication on how employees are giving credits to
performance review and rating for individual employees and their respective
offices. They value on how they were being rated and assessed by their
Graduate School
department heads for both which helps the management and the employees to
gather thoughts and become more familiar with the areas that need improvement
and those that are working well (Zaman, 2011).
Whether office performance or individual performance, the results are
attributed to the fact that the traditional evaluation systems normally measures
performance using a set of indicators such as input indicators, capacity
indicators, output indicators, outcome indicators, efficiency and cost-
effectiveness indicators and productivity indicators. This seems to be a complex
method since each employee will set unique indicators that will be used to
evaluate his or her performance.
Evaluating performance competencies usually the most difficult part of
performance management for it may affect the delivery of work output. In the
study done by Maleka (2014) regarding the Critical Assessment of Performance
Management System, he disclosed that although PMS can be effective in its
implementation which is similar to the assessment of Batangas City employees in
the implementation of SPMS as a performance management system; there are
issues which need to be addressed in as far as defining the purpose of
performance management, addressing the staff attitudes and perceptions for
positive perceptions can improve the organization and commitment of employees
towards organizational performance.
With this kind of commitment Batangas City Government on hand, that
execution will soon be a success. As to Pace (2011), most critical performance
management implementation problems are related to poor executive

Graduate School
engagement and execution. It is utterly useless to have a well-developed PMS
without a commitment from the management team. If senior and line
management do not show commitment to the implemented PMS, the employees
will also not take it seriously. Line managers need to show a real sense of
ownership during the implementation of PMS.
2.4 Rewarding and Development Planning
interpretation on different specific criteria under rewarding and development
planning.
Table 4.2.4
Rewarding and Development Planning
Rewarding and Development Planning Weighted Verbal

Mean Interpretation
1. The Heads of Office and supervisors discuss 3.80 Implemented
with the individual employee the result of the
assessment focusing on the strengths,
competency-related performance gaps, and the
opportunities to address these gaps.
2. Employees are ranked within clusters and 3.79 Implemented
categorized based on the complexity of work
and accountability.
3. The result of the performance evaluation 3.90 Implemented
serves as inputs to the Heads of Offices in
identifying and providing the kinds of
interventions needed, based on the
developmental needs identified
serves as inputs to the Personnel office in
consolidating and coordinating developmental
interventions that will form part of the Human
Resource Plan.
serves as inputs to the Rewards Committee in
identifying top performers of the organization
who qualify for rewards and incentives.
Graduate School
The table shows that SPMS has substantially described by the Batangas
City Government employees in terms of performance rewarding and
development planning with a composite mean of 3.84 verbally interpreted as
implemented. The manifestation that SPMS is being implemented is due to the
fact that during the commemoration of Employee’s Day, employees who obtained
a quality of work were given recognition and rewards.
The topmost in the list with a weighted mean of 3.90 verbally interpreted
as implemented was that the result of the performance evaluation/assessment
serves as inputs to the Heads of Offices in identifying and providing the kinds of
interventions needed, based on the developmental needs identified, since there
is no other basis for human resource initiatives to be considered in identifying
developmental interventions. Followed by the result of assessment as inputs to
the Rewards Committee in identifying top performers of the organization who
qualify for rewards and incentives (3.85) verbally interpreted as implemented, the
result of the performance evaluation/assessment serves as inputs to the
Personnel office in consolidating and coordinating developmental interventions
that will form part of the Human Resource Plan and the basis for rewards and
incentives (3.84) verbally interpreted as implemented.
Next, the Heads of Office and supervisors discuss with the individual
employee the result of the assessment focusing on the strengths, competency-
related performance gaps and the opportunities to address these gaps, career
paths and alternatives (3.80) verbally interpreted as implemented and the lowest
was that employees are ranked within clusters and categorized based on
Graduate School
complexity of work and accountability (3.79) verbally interpreted as implemented
because there is no such categorization of work and cluster ranking utilized
under the rewarding phase.
The results gave the researcher consideration that establishing the SPMS
in the organization must be accompanied by an orientation program for agency
officials and employees to promote awareness and interest in the system and
generate appreciation for the SPMS as a management tool to engage officials
and employees as partners in the achievement of organizational goals. Likewise,
the researcher believes that accountabilities and individual roles in the
achievement of organizational goals shall be clearly defined to facilitate collective
goal setting and performance rating. The individual’s work plan or commitment
and rating form is linked to the division, unit, department, and office work plan or
commitment and rating form to clearly establish the connection between
organization and employee.
In the study of Ogiamien & Izuagbe (2016), it was revealed that reward
package can influence employee performance. It was concluded that reward
system helps increase employee performance by enhancing employee skills,
knowledge and abilities in order to achieve organizational objectives. This was
supported by Eisenberger (2011) and Heng (2012) who both shows that if
organization fails to reward employees, it will directly affect to decrease
employee performance and an effective reward system can be a good motivator
but an inefficient reward system can lead to demotivate the employees in terms
of low productivity, internal conflicts, absenteeism, high turnover, lack of

Graduate School
commitment and loyalty, lateness and grievances. Therefore, an organization
needs to develop a strategic reward system for employees in order to retain
competent employees which result to obtain sustainable competitive advantage.
3. A significant difference on the respondent’s description of the
implementation of SPMS in the City Government of Batangas when they are
grouped according to profile.
The following tables presented the significant differences on the
respondent’s description of the implementation of SPMS according to profile
variables.
Table 4.3.1 presents the differences in the implementation of SPMS in
terms of their age.
Table 4.3.1
Difference in the Implementation of SPMS in Terms of Their Age
SPMS p-values Computed Decision on Ho Verbal

f-values Interpretation
Planning and .63 .456 Failed to Reject Not Significant
Commitment
Monitoring and .33 1.11 Failed to Reject Not Significant
Coaching
Review and
Evaluation
- Office .48 .74 Failed to Reject Not Significant
Performance
assessment
- Performance .40 .93 Failed to Reject Not Significant
Assessment and
evaluation for
individual
employees
Rewarding and .000 7.92 Reject Significant
Development
Planning
Graduate School
As presented, there are significant differences in the implementation of
SPMS with regards to performance rewarding and development planning since
the computed p-values of .000 is less than .05 level of significance. Also
indicated from the table is that there are no significant differences in the
implementation of SPMS in terms of planning and commitment, monitoring and
coaching and office and individual performance review and evaluation since the
computed p-values of .63, .33, .48 and .40, respectively, are all greater than .05
level of significance with null hypothesis decision of failed to reject.
Based on the result of having a significant difference, the researcher
observed that age is one of the contributory factors on the implementation of
SPMS. This could also mean that in terms of age, respondents differ on their
assessment relative to the process of performance rewarding and development
planning of the SPMS. This only means that regardless of age level, the SPMS
implementation is a kind of organizational performance management in a
government context that is seriously undertaken by all the departments in
monitoring the success of programs or projects in achieving their objectives and
in securing the expected benefits performance. It is very an acceptable fact that
as employees become senior in a government organization, most of them are
occupying highest position. As such, they also had varying perceptions on how
employees need to be evaluated vis-à-vis compensated. This age factor as
contributory to the implementation of SPMS shall serve as valuable inputs on
recognizing top performers who qualify for incentives and rewards.

Graduate School
The results also implies that the implementation of SPMS in terms of
planning and commitment, monitoring and coaching, review and evaluation are
not significant because the highest frequency of respondents who obtained by
those under 40-59 years age group are reliant with the roles of the members of
performance management team, and heads or supervisors under these phases.
The result that rewarding and development planning is significant was
supported by the findings of the study of David, S. et al (2015) revealing that the
perception of respondents in compensation and reward system has significantly
recognized employees who have excelled in their jobs by achieving set
standards because the organization disburses rewards and incentives on the
basis of quality of their performances. More so, van den Boomen and Peters
(2017) in their study examined the effect of age and reward on task performance,
practice effects, and motivation.
Though the effects of rewards on different age groups have not been a
critical component of cognitive evaluation theory concerning the effects of
rewards on intrinsic motivation which was stated on Cameron & Pierce (2008),
researchers made some propositions with regards to young versus adults.
Specifically, they suggest that all types of rewards may be more undermining for
young because they frequently experience adults as controlling their behavior.
The same findings of the study done by Watuma (2015) deriving conclusion that
reward system is also a factor significantly related to the evaluation process and
implementation of appraisal/performance management system.

Graduate School
terms of their sex.
Table 4.3.2
Difference in the Implementation of SPMS in Terms of Their Sex

t-values Interpretation
Planning and .67 -.423 Failed to Reject Not Significant
Commitment
Monitoring and .26 -1.13 Failed to Reject Not Significant
Coaching
Review and
Evaluation
- Office .009 -2.62 Reject Significant
Performance
assessment
- Performance .069 -1.82 Failed to Reject Not Significant
Assessment and
evaluation for
individual
employees
Rewarding and .17 -1.38 Failed to Reject Not Significant
Development
Planning
The results presented on the table shows that in terms of sex variable, the
office performance assessment under performance review and evaluation has p-
values of .009 verbally interpreted as significant. While, other components like
planning and commitment, monitoring and coaching, rewarding and development
planning, the results indicate no significant differences.
Based on the researcher’s observation, office performance assessment
under performance review and evaluation is significant due to the fact that female
employees usually do clerical work at the office premises. It has also been
observed that there is a majority of female employees who are present during the
Graduate School
administration of survey questionnaire which affects the results of the study.
While it is true that female dominate male, the results also confirm that the
dedication at work made by female employees at their respective offices seems
to be more committed and may have significant effects on their work
performance.
On the other hand, items under planning and commitment, monitoring and
coaching, rewarding and development planning obtained no significant
differences in terms of sex variable because the review and approval of individual
performance, the design of monitoring strategies and determination of rewards
for deserving employees are not dependent on the gender characteristics of
employees.
It was believed that female may have different views or opinion and is best
explained in the findings of the study done by Capadosa (2013). Truly, gender
perception on satisfaction in performance review and evaluation in their
respective organizations is significantly similar due to justified performance
evaluation system (David, S. et al, 2015).
terms of their educational attainment. The decision for null hypothesis is
accepted for all variables but is rejected only in terms of monitoring and coaching
with computed p-values of .02 verbally interpreted as significant. On the other
hand, the rest of the result shows that planning and commitment, review and
evaluation and rewarding and development planning have no significant

Graduate School
differences in terms of educational attainment with computed p-values of .19,
.054, .08 and .035 respectively.
Table 4.3.3
Difference in the Implementation of SPMS in Terms of Their Educational
Attainment

Planning and .19 1.69 Failed to Reject Not Significant
Commitment
Monitoring and .02 4.005 Reject Significant
Coaching
Review and
Evaluation
- Office .054 2.95 Failed to Reject Not Significant
Performance
assessment
- Performance .08 2.52 Failed to Reject Not Significant
Assessment and
evaluation for
individual
employees
Rewarding and .35 1.049 Failed to Reject Not Significant
Development
Planning
The researcher observed that the respondent’s assessments are not
significant on the given variables like planning and commitment, review and
evaluation, rewarding and development planning because the highest frequency
of respondents obtained by those who completed their college education may
either unaware of or misunderstand the purpose of performance management
system. It suggests that these components do not affect the respondents’
assessment of the implementation of SPMS because a majority of City
Government employees miss out on what performance management can
accomplish. Moreover, the implication of the result that monitoring and coaching
Graduate School
is significant suggests that those who attained college and graduate school levels
understand better the importance of having established systems that support
monitoring and coaching for both office and individual performances because this
may, in turn, affects the level of their performance and may help improve it for
their career development.
When monitoring and coaching affect educational attainment, this could
be best explained in using computerized means for monitoring and assessing
employee performance (Moorman, R.H. & Wells, D.L. (2008). The Performance
review and evaluation phase aims to assess both office’s and individual
employee’s performance level based on performance targets and measures as
approved in the office and individual performance commitment contracts. Part of
the individual employee’s evaluation is the competency assessment vis-à-vis the
competency requirements of the job. The assessment shall focus on
the strengths, competency-related performance gaps, and the opportunities to
address these gaps, career paths, and alternatives. In all these phases,
educational attainment matters most.
terms of their length of service. The table presented below suggests that all
variables have computed p-values of greater than .05 level of significance
verbally interpreted as not significant and a decision of failed to reject the null
hypothesis. In short, there are no significant differences on SPMS’
implementation in terms of length and service. The result implies that regardless
of their length of service or experiences, they have the same opinion relative to
Graduate School
performance management systems’ implementation. It was supported by the
researcher’s observation, that whether an employee works longer or not in the
City Government, they follow the same procedure or processes in SPMS
implementation.
Table 4.3.4
Difference in the Implementation of SPMS in Terms of Their Length of
Service

Planning and .71 .535 Failed to Reject Not Significant
Commitment
Monitoring and .59 .70 Failed to Reject Not Significant
Coaching
Review and
Evaluation
- Office .24 1.369 Failed to Reject Not Significant
Performance
assessment
- Performance .39 1.03 Failed to Reject Not Significant
Assessment and
evaluation for
individual
employees
Rewarding and .145 1.72 Failed to Reject Not Significant
Development
Planning
Moreover, employees who underwent SPMS assessment many times or
not use same format and components of SPMS. The researcher also observed
that an employee’s length of service can have a forceful influence on how they
assess performance appraisals. If an employee is with the company less than 10
years and has only one appraisal meeting then they may have a different view on
it that someone who is with the company over 20 or 40 years. This can be a
problem in many elements of the appraisal, in particular when looking at

Graduate School
whether the system is of benefit to the employees. Someone in the same
position and in the same organization for a long length of time may feel that there
is not as much to gain from performance appraisal as someone who is new to the
company. They may find it difficult to keep setting goals and may find the
systems less valuable than others.
Conversely, this is in contradiction with the study of Gede, N.T. &
Lawanson, O.A. (2011) that shows a significant relationship between experience
and job performance of employees. This is probably due to the fact that the more
experience the employee gathers as a result of long years of service, the higher
the performance of the employee. This is more so because he/she has to put into
practice all the experience he/she has acquired over the years. This is in support
of the findings of Ruggai, J.R. & Agih, A.A. (2008) who found a high relationship
between teacher’s experience and their job performance.
terms of their department. It was shown from the table below that the
implementation of SPMS in terms of department has computed p-values of .000
which are less than .05 level of significance and verbally interpreted as
significant.
The result is only a manifestation that employees may have differed in
terms of their assessment in the implementation of SPMS per department. This is
probably due to the fact that each department or unit in the City Government is
lead by different individuals or department heads who usually have varied
knowledge and experiences when it comes to the assessment of SPMS.

Graduate School
Table 4.3.5
Difference in the Implementation of SPMS in Terms of Their Department

Planning and .000 2.76 Reject Significant
Commitment
Monitoring and .000 3.69 Reject Significant
Coaching
Review and
Evaluation
- Office .000 2.97 Reject Significant
Performance
assessment
- Performance .000 3.63 Reject Significant
Assessment and
evaluation for
individual
employees
Rewarding and .000 3.38 Reject Significant
Development
Planning
The researcher believed that all the SPMS variables are significant due to
the ever increasing demands and expectations for excellent public services and
performances which need to be rendered by highly initiated corps of public
servants specifically the different departments of the City Government of
Batangas. Since, the SPMS applies to output producing units and measures the
collective performance of an office focusing on outputs with the use of a standard
unit of measure, the researcher recognizes that this allows comparison of
performance across offices or functions, and would take into account the
productivity and efficiency of individuals and operational units. Lastly, it also
manifests with the observation that department is a contributory factor in the
implementation of SPMS.
Graduate School
The results were supported by the findings of the study of Capadosa
(2013) showing the LGU department’s commitment in scaling up departmental
interventions to elevate the practice of governance that values performance with
the aim of recognizing excellent performance and focusing on areas such as
planning and valuing of performance information.
4. Extent of problems encountered by City Government of Batangas
in the implementation of SPMS.
Table 4.4.1 presents the problems encountered in the implementation of
SPMS in Batangas City Government.
Table 4.4.1
Problems Encountered in the Implementation of SPMS in the City
Government of Batangas
Problems Encountered Weighted Verbal

Mean Interpretation
1. Lack of readiness of government employees in 3.67 Great Extent
the appreciation of comments,
recommendations and other processes of
performance management
2. Inadequate Understanding about SPMS 3.53 Great Extent
3. Limited involvement of employees in planning/ 3.58 Great Extent
formulation of agency OPCR
4. Absence of consultation about individual 3.42 Moderate Extent
performance targets
5. Lack of monitoring and evaluation 3.40 Moderate Extent
mechanisms
6. Coaching not fully adopted 3.40 Moderate Extent
7. Unable to meet targets based on performance 3.22 Moderate Extent
commitment
8. No feedback/evaluation of employee’s 3.36 Moderate Extent
performance after assessment
9. Unclear performance indicators 3.31 Moderate Extent
10. No concrete professional development 3.39 Moderate Extent
intervention plans especially for employees
who obtained Fair or Poor Ratings
11. Employees who obtained Outstanding/Very 3.42 Moderate Extent
Satisfactory ratings were not given
reward/recognitions
COMPOSITE MEAN 3.43 Moderate Extent
Graduate School
Generally, the respondents encountered the different problems in the
implementation of SPMS with a composite mean of 3.43 verbally interpreted as
moderate extent. Specifically, the respondents agreed that the encountered
problems in SPMS implementation including lack of readiness of government
employees in the appreciation of comments, recommendations and other
processes/tools of performance management, limited involvement of employees
in planning/ formulation of agency OPCR and inadequate understanding about
SPMS with weighted mean of 3.67, 3.58 and 3.53, respectively are verbally
interpreted as great extent. While, the remaining eight problems presented above
were verbally interpreted as moderate extent.
The researcher observed that out of eleven (11) problems identified, there
are only three problems that of great extent. It was supported by the information
gathered from an interview conducted by HR expert that in the City Government
of Batangas, the main problem when it comes to SPMS implementation is the
inadequate understanding about SPMS of the government employees, since the
City SPMS through Human Resource Management and Development Office is
on its level one of system’s implementation. Additionally, in an interview with
human resource personnel, it was suggested that when it comes to challenges or
problems in the implementation of SPMS in the Provincial Government of
Batangas, the lack of readiness of employees in the appreciation of comments
and recommendations in performance should come first. During the interview,
they also mentioned that during the pilot testing of the system, they were
disagreeing that these problems have been encountered but after its initial
Graduate School
implementation, they strongly agree that this is really one of major challenges in
SPMS’s implementation.
The results were in conformity with the study of Ngcelwane (2008).
According to the study, the problems of a poorly implemented performance
management system includes poor employee’s commitment; conflict between
organizational goal and personal interest; lack of skilled people; poor rating of
performance; barrier to effective communication between the subordinate and
managers; encourages a poor relationship between employees and managers;
increased employee’s turnover; a salient conflict cause that can easily trigger
conflict in the organization; affects financial performance and productivity.
There is no perfect implementation of performance management. In the
study done by Mufamadi (2010) in South Africa for the purpose of improving
delivery of service to the government employees; there are weaknesses
identified. There is a need to train personnel for both administrative and staff to
ensure a positive impact on their performance in general. This is true in a
hospital setting, that finding of the study revealed that performance management
is not effective and not properly implemented. Challenges and problems are
identified and there is a need to suggest that the more policies and systems have
been continuously monitored and evaluated, the greater is its impact on service
delivery.
5. Significant relationship between the implementation of SPMS and
the problems being encountered.

Graduate School
Presented in Table 4.5.1 is the relationship between the implementation of
SPMS and problems encountered in Batangas City Government.
Table 4.5.1
Relationship Between the Implementation of SPMS and Problems
Encountered

r-values Interpretation
Planning and .000 .229 Reject Significant
Commitment
Monitoring and .001 .185 Reject Significant
Coaching
Review and
Evaluation
- Office .000 .194 Reject Significant
Performance
assessment
- Performance .007 .15 Reject Significant
Assessment and
evaluation for
individual
employees
Rewarding and .001 .185 Reject Significant
Development
Planning
As gleaned from the table, the null hypothesis is rejected with p-values of
lower than .05 level of significance, r-values of all positive and verbally
interpreted as significant. There is a significant relationship between the
implementation of SPMS and the problems being encountered in the
implementation of this system because of respondents, who agreed that SPMS
are effectively implemented, also believed that there are more challenges on
their part.
Since Strategic Performance Management System is establishing the
accuracy of performance link with individual performance to organizational

Graduate School
performance; the researcher viewed that a drastic change in how employees
seethe organization is quite unbalancing and therefore a full blast implementation
is an avenue of problems and challenges. As it uses a standard unit of measure
focusing on output, comparisons across offices are significantly observable and
thus problems do occur of relationship in the effective implementation of SPMS.
The results also show that the challenges did exist to a certain extent and
are viewed from different angles by both the management representatives and
employees who were interviewed as key informants (Seotlela, R.P.J. & Miruka,
O. (2014). Lower level category of employees interviewed during focus groups
discussions displayed a general feeling of dissatisfaction towards the way the
system was implemented. There seems to be a gap that exists between the
management and employees. But on the contrary, even though the management
indicated the existence of challenges during the implementation process, they
displayed a very positive attitude towards the system.
Further, employees are certain that companies who work hard to meet
these needs of their employees can cultivate a work atmosphere conducive to
productivity. Being able to plan for the needs of employees by thinking ahead can
help improve the rate of skilled employees who chose to remain working for a
company and might as well improve the employee retention rate.
6. Input to policy development to enhance the implementation of
SPMS in the City Government of Batangas.
The policy inputs presented in the table was conceptualized in order to
enhance the implementation of Strategic Performance Management System

Graduate School
(SPMS) of Batangas City Government. The process of managing the
performance among employees is a tasked not only with human resource
management but also in through the positive response and acceptance among
employees. Managing change specifically for organizational output vis-à-vis
compensation is a challenging task for aligning organizational objectives with
employee’s skills, competency in the delivery of results always created varying
behavior. This gap between the justification of pay and the development of skills
and knowledge became a huge problem in the use of Performance Management
that inspired the researcher to develop policy inputs which were conceptualized
with the objective of enhancing the implementation of Strategic Performance
Management System (SPMS) of Batangas City Government.
The nature of this policy was supported by Farag (2008) in her report
explaining that there are various types and forms of policy in government which
influence and enhance access to its systems, and policy development is one of
the key areas which involves research, analysis, and consultations to produce
recommendations.
As mentioned by Luecke & Hall (2008), after assessing the progress of
implementing goals of SPMS, there could be an action plan for this improvement.
This development plan ensures that employees will continue to meet the needs
of the organization through the identification of their weaknesses and the
opportunity to address them through workshops, classes, and other educational
channels.
Graduate School
Table 4.6
Proposed Input to Policy Development
Areas of Findings Inputs Objectives Persons Expected

Concern Involved Outcomes
The Batangas  The setting of To guarantee Department/U Batangas City
City performance that nit Heads Government
Planning and Government’s goals/objectives and performance employees will
Commitment PMT cannot performance targets and Human be reminded of
guarantee that the measures. measures are Resource the objectivity
performance  Departmental strategic aligned with the Management of the Strategic
targets, planning which involves organization and Performance
measures, and discussion of monthly and to be able Development Management
budgets are performance targets. to rationalize Office System
aligned with those  Consultation with work
of the department heads on distribution Performance
organization and securing direct among offices Management
work distribution evaluation of individual Team
of Offices is employees and offices
inefficient. involved.
 Open discussions of
managing financial
resources.
The Batangas  Establish a system that To emphasize Department/Un
City supports monitoring and strengthen it Heads will be
Monitoring Government’s and evaluation. the role of Department/U reminded of
and Coaching Heads or  Mentoring thru Heads or nit Heads their role in
supervisors feedback Supervisors in coaching and
emphasize the  Checking of monitoring coaching and evaluating
strategic role of reports mentoring employee’s
being an processes performance
evaluator rather
than a mentor.
Critical factors  Discussions of actual To secure Department/U Batangas City
affecting the and individual fairness with nit Heads Government
delivery of work performance rating the results of employees will
Review and output are not scale vis-à-vis desired performance be familiar with
Evaluation reflected and performance during a evaluation and Performance the evaluation
computed while; departmental meeting. to be objective Management scores as part
the PMT does not  Cascading in addressing Team of the
serve as the performance Feedback performance assessment of
appeals body on and problems during a concerns strengths and
performance monthly meeting. weaknesses in
concerns.  The Performance the workplace
Management Team
shall be objective on
the appeals of the
employees and will
secure confidentiality
and fairness.
Employees are  Provision of task To classify Batangas City
Rewarding not ranked within scheduling rubrics in work Government
and clusters and aid of Performance distribution and Department/U employees will
Development Uncategorized Bulletin Board with accountability nit Heads be informed
Planning based on the Performance Indicators among with the lists of
complexity of as with corresponding employees top performers
work and points for self- with quality of
accountability. monitoring of work
employees, and with a
percentage of the total
working hours available
for each office
personnel and then
multiplying it by the
total number of
personnel in that office.
Graduate School
Chapter V
SUMMARY, FINDINGS, CONCLUSIONS AND RECOMMENDATIONS
This chapter presents the summary, findings, conclusions and the
recommendations based on the result of the survey.
Summary
This study entitled “The Implementation of Strategic Performance
Management System in Batangas City Government: Input to Policy
Development” was conducted primarily to determine the implementation of
SPMS in Batangas City and secondarily, describe the differences and
relationships of the implementation of the system on the respondent’s profile and
problems encountered.
A sample size of 324 respondents with ages below 20 years and above
served as the respondents of the study. Stratified proportionate random sampling
was utilized in determining the total sample.
The researcher used interview and semi-structured survey questionnaire
as data gathering instruments. There is no validation made for survey instrument
since it was taken from the standard procedures or processes used in the
implementation of SPMS in the City. However, the profile, as well as the
problems encountered in the implementation of SPMS, was done through
external expert’s validation.
The gathered data were tabulated, analyzed and interpreted using
frequency count and percentage, weighted mean, Analysis of Variance
(ANOVA), and Pearson’s (r).

Graduate School
Findings
The data collected was done with the specific reference to six research
questions. After having carefully considered all data collected, the study findings
were summarized as follows:
1. Profile of the Respondents
The distribution of respondents in terms of age has various frequency and
percentage. The highest frequency of 185 or 57 percent falls under the age
bracket of 40-59 years old, closely followed by those who were 20-39 years old
with a frequency of 124 or 38 percent, next the lowest belongs to those who are
60 years old and above, while there is no respondent belonging to age bracket
below 20. The majority of respondents were female with 82 percent of the total
sample while 18 percent or 61 were males. This shows that female respondents
dominate their male counterparts. Out of 324 respondents, 244 or 76 percent
have acquired College degree, followed by post graduate with 72 or 22 percent
of the total sample and there are still secondary graduate with 8 or 2 percent.
133 (41 percent) of the respondents have rendered less than 10 years in service,
closely followed by 96 (30 percent) between 10-19 years, next is 20-29 years
with 21 percent of respondents, while 30-39 with 22 or 7 percent. Only 4 or 1
percent have worked for 40 years and above. Fifty-seven (57) out of 324
respondents are working at the City Mayor’s Office, forty-four (44) at the General
Service Department, thirty-six (36) at the City Health Office followed by thirty-one
(31) at the City Engineer’s Office. Twenty-two (22) of the respondents are
working at the City Market Office, (21) at the Office of the Sangguniang
Graduate School
Panlungsod, and (16) are working at the City Treasurer’s Office and OCVAS.
Next, a total of 14 or 3 percent are working at the City Assessor’s Office, 13 or 4
percent at the City Social Welfare and Development Office, 12 or 4 percent at the
Colegio ng Lungsod ng Batangas while 11 or 3 percent at the City Accounting
Office. Eight or 2 percent are working at the City Planning and Development
Office, seven or 2 percent at the Civil Registrar and City Environment and
Natural Resources Office. The least three were working at the Budget Office (2
percent), City Legal Office and City Prosecutor both with (1 percent).
2. Respondent’s description of the implementation of SPMS in the
City Government of Batangas.
The respondents described that all the components in the SPMS of the
City Government in terms of planning and commitment were implemented with a
composite mean of 3.93. The highest with weighted mean of 3.96 was that the
Batangas City Government’s Performance Management Team (PMT) reviews
and approves the IPCR, closely followed by weighted mean of 3.94 in which
Batangas City Government sets the targets and measures for the next year as
early as August of the current year, next is weighted mean of 3.92 wherein
Batangas City Government’s annual plans are reflected as targets/activities for
projects that would be completed in six (6) months or more. The lowest with a
weighted mean of 3.91 was that the Batangas City Government’s PMT
guarantees that the performance targets, measures, and budgets are aligned
with those of the organization. Having a composite mean of 3.91, respondents
described that the items listed under performance monitoring and coaching have
Graduate School
been implemented. Hence, the highest weighted mean of 4.02 confirms that the
heads or supervisors monitor the work activities and output of employees.
Followed by Heads or Supervisors address factors that either help or hinder
effective work performance and design tracking tools or monitoring strategies as
may be needed (3.88), next is that Heads or Supervisors fully exercise or
practice management development intervention (3.87), and the lowest is that
Heads or Supervisors emphasize the strategic role of being a mentor rather than
a mere evaluator (3.86). Generally, the implementation of SPMS in the City
Government in terms of review and evaluation are based on Office Performance
Assessment and Individual Employees Assessment. The respondents were
agreed on all the components of both office and individual assessment with a
composite mean of 3.96 and 3.99, respectively and verbally interpreted as
implemented. In Office Performance Assessment, 4.15 weighted mean denotes
that the Head of Office initially assess the OPCR, followed by the submission of
all departments of the accomplished OPCR to the planning office (4.10),
summary report of the validated accomplishments by the planning office to the
concerned offices (3.96), review, consolidation, and evaluation of initial
performance assessment of Office heads based on office accomplishment report
(3.95), evaluation of office performance and conduct of performance review
conference both with (3.94), validation of reported office accomplishments and
used of various rating scale for set of measures both with (3.93), computation of
final rating of both office and individual performances (3.89), and the delivery of
work output is reflected and computed (3.80). For individual performance

Graduate School
assessment, it was agreed that Office heads make the final assessment of
individual performance with weighted mean of 4.05, closely followed by the
assessment of individual performance by immediate supervisor (4.03),
submission of the employee’s performance assessment to the Planning Office
(4.01), examination of the average of all individual performance assessments
that is not higher than the office performance assessment (3.95), and the lowest
is that the PMT serves as the appeals body on performance concerns (3.89). All
the items listed under performance rewarding and development planning was
agreeable with a composite mean of 3.84 verbally interpreted as implemented.
The highest was that the result of performance assessment shall serve as inputs
to Office heads for the identification and provision of interventions needed (3.90),
followed by the identification of top performers who are qualified for incentives by
the Rewards Committee (3.85), consolidation and coordination of developmental
interventions by Personnel Office as basis for giving rewards (3.84), discussion
with individual employee about the results of the assessment (3.80), and last but
still agreed was the ranking of employees within clusters and categorization
based on complexity of work (3.79).
3. A significant difference on the respondent’s description of the
implementation of SPMS in the City Government of Batangas when they are
grouped according to profile.
Having p-values of .000, it shows that rewarding and development
planning proved to have a significant difference on SPMS’ implementation while
other SPMS components including planning and commitment, monitoring and

Graduate School
coaching, and office and individual review and evaluation proved none with p-
values of .63, .33, .48, and .40 respectively. It shows that under performance
review and evaluation, the office performance assessment has a significant
difference with p-values of .009 while the rest having p-values of .67, .26, .069,
and .17 are not significant. Monitoring and coaching obtained significant
difference with p-values of .02 while the other components such as planning and
commitment, office and individual review and evaluation and rewarding and
development planning obtaining p-values of .19, .054, .08 and .35 are not
significant. Since the computed p-values of .71, .59, .24, .39 and .145 of all the
SPMS’ components are all greater than .05 level of significance, the decision is
failed to reject. Therefore, all are not significant. All the variables reject the null
hypothesis and are significant with p-values of all .000 which is less than .05
level of significance.
4. Extent of problems encountered by City Government of Batangas
in the implementation of SPMS.
Having composite means of 3.67, 3.58 and 3.53, it was verbally
interpreted as to a great extent wherein respondents believed that lack of
readiness of employees in SPMS’s comments and recommendations, limited
involvement of employees in planning, and inadequate understanding about
SPMS are three of the problems encountered in the implementation of the
system. On the other hand, the rest of the problems like the absence of
consultation about performance targets and not giving of rewards for deserving
employees both with (3.42), lack of monitoring, coaching and evaluation

Graduate School
mechanisms (3.40), no concrete developmental interventions (3.39), no feedback
mechanism (3.36), unclear performance indicators (3.31) and unable to meet
performance targets (3.22) were verbally interpreted as moderate extent.
5. Significant relationship between the implementation of SPMS and
the problems being encountered.
Components of SPMS namely, planning and commitment, monitoring and
coaching, office and individual review and evaluation, rewarding and
development planning obtained p-values of .000, .001, .000, .007 and .001
respectively, verbally interpreted as significant and seen to have significant
relationships, thus, the decision was to reject the null hypothesis.
6. Input to policy development to enhance the implementation of
SPMS in the City Government of Batangas
The gap between the justification of pay and the development of skills and
knowledge became a huge problem in the use of Performance Management,
which inspired the researcher to develop policy inputs which were conceptualized
with the objective of enhancing the implementation of Strategic Performance
Management System (SPMS) of Batangas City Government.
Conclusions
Based on the findings of the study, the following conclusions were drawn.
1. Most of the employee respondents were middle-aged, female, college
graduate, below significantly been working at the Office of the City Mayor for 10
years.
Graduate School
2. The employees of the City Government of Batangas described that the
Strategic Performance Management System was implemented in terms of its
planning and commitment, monitoring and coaching, office and individual
performance review and evaluation and rewarding and development planning.
3. Generally, age, sex, and educational attainment have significant
differences in terms of rewarding and development planning, office review and
evaluation and monitoring and coaching, respectively. On the other hand, the
length of service has no significant difference in the implementation of SPMS
while, a department is a contributory factor in the assessment of the
implementation of SPMS.
4. Strategic Performance Management System has been given notable
recognition by many organizations by virtue of its relevance to accomplish
organizational goals and the City Government of Batangas is one of such
organizations, thus, moderate problems were still identified.
5. There is a significant relationship between the implementation of SPMS
and problems being encountered.
6. The proposed input to policy development was conceptualized in order to
enhance the implementation of SPMS in Batangas City Government.
Recommendations
Based on the foregoing findings and conclusions, the following
recommendations are offered by the researcher.
1. The Batangas City Government through its IT department may create a
database of targets for monitoring of accomplishments so that employees and

Graduate School
department heads can work to their full potential to meet the objectives of
ensuring that performance management functions effectively.
2. Feedback mechanisms, pre-evaluation seminars, and SPMS Day
celebration may be done for improvement purposes of the SPMS
implementation.
3. The proposed input may be reviewed, evaluated and considered for policy
formulation and future implementation, while future researchers interested in
pursuing this topic may use other variables.

Graduate School
BIBLIOGRAPHY
A. Books
Human Resource Policies and Standards Office (2012).Guidebook in Strategic

Performance Management System. Philippines, PH: Civil Service
Commission.
Human Resource Management and Development Office (2012). Strategic

Performance Management System Manual, Philippines, PH: Batangas
City Government.
Human Resource Management and Development Office (2013). Batangas City

Government (BCG) Employee Handbook
B. Journals/ Publications
Aksal, F. A., Atamturk, A. N., Atamturk, H., & Gazi, Z. A. (2011). Evaluation of
performance management in state schools: A case of North Cyprus.
Hacettepe University Journal of Education, 40, 33-43. Retrieved from
https://eric.ed.gov/?id=EJ936714
Artz, M., Homburg, C., & Rajab, T. (2012). Performance-measurement system

design and functional strategic decision influence: The role of
performance-measure properties. Accounting, Organizations and Society,
37(7), 445-460. http://dx.doi.org/10.1016/j.aos.2012.07.001
Dale, K. & Fox, M. (2008). Leadership Style and Organizational Commitment:

Mediating Effects of Role Stress. Journal of Managerial Issues, (20)1,
109-130.
David, S., Bakshi, Y., Mittal, P.,& Fahad, M. (2015). A Study of gender
perception regarding Performance Management Systems in the
organisations. International Journal of Engineering and Applied Sciences
(IJEAS), 2, 28-32.
de Leeuw, S., & van den Berg, J. P. (2011). Improving operational performance
by influencing shopfloor behavior via performance management practices.
Journal of Operations Management, 29(3), 224-235. Retrieved from
https://scholar.google.com/citations?view_op=view_citation&hl=en&user=z
RHkpgIAAAAJ&citation_for_view=zRHkpgIAAAAJ:9yKSN-GCB0IC
Department of Public Service Management (DPSM) (2010). Performance

Management Policy for the Malawi Civil Service. Malawi Public Service
Charter, Lilongwe: Government Print
Graduate School
Eisenberger, R. (2011). Rewards, intrinsic motivation, and creativity: A case
study of conceptual and methodological isolation. Creativity Research
Journal 15, 121–130.
Ferreira, A., & Otley, D. (2009). The design and use of performance
management systems: An extended framework for analysis. Management
Accounting Research, 20(4), 263-282. doi:10.1016/j.mar.2009.07.003
Gede, N.T. & Lawanson, O.A. (2011). Employees’ Characteristics And Job
Performance Of Staff Of The Bayelsa State Ministry Of Education.
International Association for Teaching and Learning, 558-565.
Grafton, J., Lillis, A. M., & Widener, S. K. (2010). The role of performance
measurement and evaluation in building organizational capabilities and
performance. Accounting, Organizations and Society, 35(7), 689-706.
Green, C., Jegadeesh, N., & Tang, Y. (2009). Gender and Job Performance:
Evidence from Wall Street. Financial Analysts Journal, 65 (6).
Gurbuz, S., & Dikmenli, O. (2007). Performance appraisal in public

organisations: An empirical study. Magazine of Management Practice,
13(1), 108–138.
Heng, T.B. (2012). The Reward Strategy and Performance Measurement

(Evidence from Malaysian Insurance Companies).International Journal of
Business, Humanities and Technology, 2, 211-223.
Kasika, B.D. (2015). The Effect of Educational Qualification on Job Performance:

The Case of Social Security Commission in Namibia (SSC). UNAM
Scholarly Repository, Economic and Management Sciences.
Klehe U. & Anderson N. (2007). Working hard and work smart: Motivation and
ability during typical and maximum performance. Journal of Applied
Psychology, 92, 978–992.
Lanzi D. (2007). Capabilities, human capital, and education. Journal of Socio-

Economics, 36, 424–435.
Leitner, K.H., Prikoszovits, J., Schaffhauser-Linzatti, M., Stowasser R., Wagner

K. (2007). The impact of size and specialisation on universities’
department performance: A DEA analysis applied to Austrian universities.
Journal of Intellectual Capital, 53, 517-538.
Lutwama G.W., Roos J.H., & Dolamo, B.L. (2013). Assessing the implementation
of performance management of health care workers in Uganda. BMC
Health Services Research 13:355.
Graduate School
Mackie B. (2008). Organizational performance management in a government
context; A literature review. Scottish government social research.
Retrieved from http://www.focusintl.com/RBM064-0064768.pdf
Marobela, M.N., & Mawere. S.P. (2011). PMS in the magistrates courts of
Botswana: The unintended consequences of public service change.
African Journal of Business Management, 5(13), 5311-5318. DOI:
10.5897/AJBM10.096
Moorman, R.H. & Wells, D.L. (2008). Can Electronic Performance Monitoring Be
Fair? Exploring Relationships Among Monitoring Characteristics,
Perceived Fairness, and Job Performance. Journal of Leadership and
Organizational Studies,10(2), 2-16.
Mosikare, O. (2007). Performance Review fails at Administration of Justice.

Mmegi, 09, November.
Ng, T.W.H., & Fieldman, D. C. (2007). The Relationship of Age to Ten

Dimensions of Job Performance. Journal of Managerial Issues, (19)4,
603-628.
Ng, T.W.H., & Fieldman, D.C. (2009). How Broadly Does Education
Contribute to Job Performance. Personnel Psychology, (62), 89–134.
Ngcelwane, M.J. (2008). A critical Assessment of the Implementation of

Performance Management in the Nelson Mandela Bay Municipality.
Rhodes Investec School Journal.
Nyembezi, V. (2009). Development of a Performance Management System for

the SABC.Nelson Mandela Metropolitan University Business School.
Ogiamien, L.O. & Izuagbe, R. (2016). Impact of Organisational and Psychological

Factors on the Job Performance of Personnel in Private University
Libraries in South-South Nigeria. Open Access Library Journal.
Pace, A. (2011). The Performance Management Dilemma. Intelligence Human

Performance Journal, 12.
Pay Research Bureau (PRB) (2013). Performance Management System. Pay

Review, (7), 49-61.
Public Services Commission (PSC) (2008). Performance Management Policy for

the Public Services of Ghana. 2-3.
Rankin, P., Marshke, R., Lausen, S. & Nielsen, J. (2007). Demographic

Graduate School
inertia revisited: An immodest proposal to achieve equitable gender
representation among faculty in higher Education. The Journal of Higher
Education, (78) 1-26.
Ruggai, J.R. and Agih, A.A. (2008). Experience and Qualification As Correlates
of Teacher Job Performance in Secondary Schools in Bayelsa State.
African Journal of Education Research and Development 2(1).
Seotlela, R.P.J. & Miruka, O. (2014).Implementation Challenges of Performance

Management System in the South African Mining Industry. Mediterranean
Journal of Social Sciences, 5(7), 177-187.
Doi:10.5901/mjss.2014.v5n7p177
Shane, J.M. (2010). Performance management in police agencies: a

conceptual framework. Policing: An International Journal of Police
Strategies & Management, 33 (1), 6-29.
DOI http://dx.doi.org/10.1108/13639511011020575
Sunlin, R. (2008). Common performance management challenges: Retrieved

from http://www.workinfo.com/free/downloads/135.htm.
van den Boomen C. & Peters J.C. (2017). Spatial Frequency Discrimination:
Effects of Age, Reward, and Practice. PLoS ONE 12(1): e0169800.
https://doi.org/10.1371/journal.pone.0169800
Xavier, J.V. (2015). A Study on the Effectiveness of Performance Appraisal

System and its Influence with the Socio-Demographic Factors of the
Employees of a Manufacturing Industry in Tamil Nadu. International
Journal of Research in Management & Business Studies, 2(1), 30.
Zaman, K. (2011). Relationship between rewards And employee’s motivation in

the non-profit organizations of Pakistan. Business Intelligence Journal,
4(2), 327-329.
C. Unpublished Thesis/Dissertations
Adofo, P. S. (2011). An Evaluation Of The Performance Appraisal System And

Its Effect On Employee Performance: A Case Study Of Selected Senior
High Schools In The Kwahu-South District. Retrieved from Cite Web
CitationDatabase.ir.knust.edu.gh/bitstream/123456789/4441/1/PATRICK
%20S ACKEY%20ADOFO.pdf
Balatbat, L. (2010). Perceived Implementation of Human Resources

Management (HRM) Practices and Demographic Variables of Employees
in Private Higher Education Institutions.
Graduate School
Bauml, M. (2014). The impact of Strategic Performance Management on SME
performance. Retrieved from
http://www1.unisg.ch/www/edis.nsf/SysLkpByIdentifier/4326/$FILE/dis432
6.pdf. (Dissertation no.4326)
Capadosa, P. B. (2013). The Employees’ Perception of the Performance

Appraisal System of the Local Government of Iloilo City, Philippines.
Retrieved from Thesis and Research Report, AY 2013. (2013.9). http://r-
cube.ritsumei.ac.jp/bitstream/10367/5885/1/51211625.pdf
Chen, X. (2011). An Assessment Of The Performance Appraisal Process In The

Public Sector: A Comparative Study Of Local Government In The City Of
Cape Town (South Africa) And Hangzhou City (China)
Chidwala, J.J. (2013). Implementation of the Performance Management Policy

of the Malawi Civil Service.
Deirdre, K. (2012). The Effectiveness of Performance Management in the Retail

Industry in Ireland. Retrieved from National College of Ireland ePrints.
http://trap.ncirl.ie/id/eprint/783
Legaspi, K. P. (2015). Performance Evaluation of Permanent and Part-Time

Faculty in the University of Eastern Philippines. (Unpublished masteral
thesis). University of Eastern Philippines.
Letsoalo M. B. (2007). An evaluation of performance management in the public

service. Retrieved from http://docplayer.net/1947359-An-evaluation-of-
performance-management-in-the-public-service.html
Maleka, M. S. (2014). Critical Assessment of the Effectiveness of Performance

Management System of the Department of Communications (DOC).
Mathias, L.S. (2015). An Assessment of the Implementation of Open

Performance Review and Appraisal System in Local Government
Authorities: A Case of Morogoro Municipal Council.
Radebe, P. Q. (2013). The Impact of a Performance Management System on

Service Delivery in the City of Johannesburg Metropolitan Municipality.
Retrieved from Open Access Theses and Dissertations.
http://hdl.handle.net/10394/10125
Ravhura, M. E. (2008). Performance Management in the Department of

Education with Special Reference to the Limpopo Province, South Africa.
Graduate School
Sanvictores, M. V., (2015). Acceptability of the Strategic Performance
Management System: Basis for an Action Plan (Unpublished masteral
thesis). Lyceum of the Philippines University Batangas, Batangas City.
Watuma, B. C. (2015). Assessment of Factors Affecting Implementation of

Performance Appraisal in National Bank of Kenya.
Zhang, Y.Y. (2012). The Impact of Performance Management System on

Employee Performance. Retrieved from
http://essay.utwente.nl/62260/1/Daisy-master_thesis.pdf
D. Electronic Books
Armstrong, M., & Baron, A. (2008).Performance Management. Mumbai:Jaico

Publishing House.
Armstrong, M. (2008). Performance Management: Key Strategies and Practical

Guidelines. Philadelphia: Kogan Page Limited.
Berman, E. M. (2011). Public administration in Southeast Asia : Thailand,

Philippines, Malaysia, Hong Kong, and Macao. Boca Raton, FL: CRC
Press.
Cameron, J. & Pierce, W.D. (2008). Rewards and Intrinsic Motivation: Resolving
the Controversy. Information Age Publishing.
Farag, M. (2008). A Guide to Policy Development. Manitoba, CA: Rinella Printers

Limited.
Hatry, H. P. (2008). Performance Measurement: Getting Results. Washington,

DC: The Urban Institute Press.
Luecke, R., & Hall, B.J. (2008). Performance Management: Measure and
Improve the Effectiveness of Your Employees. Boston, Massachusetts,
MA: Harvard Business Press. Retrieved from
https://books.google.com.ph/books/about/Performance_Management.html
?id=Qhn3qTmXKIYC&redir_esc=y
Mufamadi, F.S. (2010). Performance Management Guide for Municipalities.

South Africa. Department of Provincial and Local Government
Pulakos, E. D. (2009). Performance Management: A roadmap for developing,

implementing and evaluating performance management systems. United
States of America, USA: Society for Human Resource
Management(SHRM) Foundation.
Graduate School
Rajendran, K. (2010). Challenges in Implementing a Performance Management
System. Retrieved from https://erm-academy.org/publication/risk-
management-article/challenges-implementing-performance-management-
system
Schultz, K.S. and Adam, G.A. (2007).Aging and Work in the 21st Century. New
Jersey, Routledge Publisher.
Smedley, K. and Whitten, H. (2008). Age Matters, Employing, Motivating

and Managing Older Employees. United Kingdom, UK: Gower
Publisher.
Society for Human Resource Management (SHRM) (2015). Managing Employee

Performance. Copyright Clearance Center, Inc.
Sun, B. (2009). New Public Management: Taipei: Bestbooks Publisher.
Williams, R.S. (2008). Managing Employee Performance: Design and

Implementation in Organization. Singapore, SG: Thomson Learning
E. Others
Tillou & Liarte, S. (2008). Accumulation or Diversity? Bridging individual

experience factors and performance. Presented at 9th International
conference on Human resource development research and practice
across Europe, Lille, 21 - 23 May. Available at http://ufhrd.co.uk and
accessed on 27th November, 2013.
National Statistics Office (2012). Retrieved from https://psa.gov.ph/content/age-

and-sex-structure-philippine-population-facts-2010-census
Graduate School
APPENDIX
Graduate School
A. Statistical Results
SAVE OUTFILE='C:\Users\user\Documents\spms.sav'
/COMPRESSED.
FREQUENCIES VARIABLES=age sex educ length dept
/ORDER=ANALYSIS.
Frequencies
Notes
Output Created 18-Mar-2017 11:33:23

Comments
Input Data C:\Users\user\Documents\spms.sav
Active Dataset DataSet0
Filter <none>
Weight <none>
Split File <none>
N of Rows in Working Data 324
File
Missing Value Handling Definition of Missing User-defined missing values are
treated as missing.
Cases Used Statistics are based on all cases with
valid data.
Syntax FREQUENCIES VARIABLES=age sex
educ length dept
/ORDER=ANALYSIS.
Resources Processor Time 00:00:00.016

Elapsed Time 00:00:00.015
[DataSet0] C:\Users\user\Documents\spms.sav
Statistics
age Sex educ length dept

N Valid 324 324 324 324 324
Missing 0 0 0 0 0
Graduate School
Frequency Table
Age
Cumulative
Frequency Percent Valid Percent Percent
Valid 2.00 124 38.3 38.3 38.3
3.00 185 57.1 57.1 95.4
4.00 15 4.6 4.6 100.0
Total 324 100.0 100.0
Sex
Cumulative
Valid 1.00 61 18.8 18.8 18.8
2.00 263 81.2 81.2 99.7
100.0
Total 324 100.0 100.0
Educ
Cumulative
Valid 2.00 8 2.5 2.5 2.5
3.00 244 75.3 75.3 77.8
4.00 72 22.2 22.2 100.0
Total 324 100.0 100.0
Length
Cumulative
Valid 1.00 133 41.0 41.0 41.0
2.00 96 29.6 29.6 70.7
3.00 69 21.3 21.3 92.0
4.00 22 6.8 6.8 98.8
5.00 4 1.2 1.2 100.0
Total 324 100.0 100.0
Graduate School
Dept
Cumulative
Valid 1.00 57 17.6 17.6 17.6
2.00 21 6.5 6.5 24.1
3.00 8 2.5 2.5 26.5
4.00 7 2.2 2.2 28.7
5.00 44 13.6 13.6 42.3
6.00 5 1.5 1.5 43.8
7.00 11 3.4 3.4 47.2
8.00 16 4.9 4.9 52.2
9.00 14 4.3 4.3 56.5
10.00 3 .9 .9 57.4
11.00 12 3.7 3.7 61.1
12.00 36 11.1 11.1 72.2
13.00 13 4.0 4.0 76.2
14.00 16 4.9 4.9 81.2
15.00 7 2.2 2.2 83.3
16.00 31 9.6 9.6 92.9
17.00 22 6.8 6.8 99.7
18.00 1 .3 .3 100.0
Total 324 100.0 100.0
Graduate School
DESCRIPTIVES VARIABLES=a1 a2 a3 a4
/STATISTICS=MEAN STDDEV MIN MAX.
Descriptives
Notes
Comments
Filter <none>
Weight <none>
Split File <none>
File
Missing Value Handling Definition of Missing User defined missing values are
treated as missing.
Cases Used All non-missing data are used.
Syntax DESCRIPTIVES VARIABLES=a1 a2
a3 a4
/STATISTICS=MEAN STDDEV MIN
MAX.

Descriptive Statistics
N Minimum Maximum Mean Std. Deviation

a1 324 2.00 5.00 3.9444 .69273
a2 324 2.00 5.00 3.9167 .70106
a3 324 1.00 5.00 3.9599 .68707
a4 324 1.00 5.00 3.9074 .68424
Valid N (listwise) 324
Graduate School
DESCRIPTIVES VARIABLES=b1 b2 b3 b4
Descriptives
Notes
Comments
Filter <none>
Weight <none>
Split File <none>
File
treated as missing.
Syntax DESCRIPTIVES VARIABLES=b1 b2
b3 b4
MAX.


d1 324 1.00 5.00 4.0216 .71872
d2 324 2.00 5.00 3.8765 .71486
d3 324 1.00 5.00 3.8611 .73132
d4 324 2.00 5.00 3.8673 .75741
Graduate School
DESCRIPTIVES VARIABLES=c1 c2 c3 c4 c5 c6 c7 c8 c9 c10
Descriptives
Notes
Comments
Filter <none>
Weight <none>
Split File <none>
File
treated as missing.
Syntax DESCRIPTIVES VARIABLES=c1 c2
c3 c4 c5 c6 c7 c8 c9 c10
MAX.


c1 324 2.00 5.00 4.1512 .64791
c2 324 2.00 5.00 3.9414 .70795
c3 324 2.00 5.00 3.9444 .70601
c4 324 2.00 5.00 3.9383 .68772
c5 324 1.00 5.00 3.8025 .71116
c6 324 1.00 5.00 3.8920 .80866
c7 324 2.00 5.00 4.1019 .71611
c8 324 2.00 5.00 3.9568 .74525
c9 324 2.00 5.00 3.9475 .73419
c10 324 1.00 5.00 3.9352 .79402
Graduate School
DESCRIPTIVES VARIABLES=c21 c22 c23 c24 c25
Descriptives
Notes
Comments
Filter <none>
Weight <none>
Split File <none>
File
treated as missing.
Syntax DESCRIPTIVES VARIABLES=c21 c22
c23 c24 c25
MAX.


c21 324 2.00 5.00 4.0278 .66479
c22 324 1.00 5.00 4.0525 .72143
c23 324 2.00 5.00 3.9475 .65390
c24 324 2.00 5.00 4.0093 .68818
c25 324 2.00 5.00 3.8920 .67969
Graduate School
DESCRIPTIVES VARIABLES=d1 d2 d3 d4 d5
Descriptives
Notes
Comments
Filter <none>
Weight <none>
Split File <none>
File
treated as missing.
Syntax DESCRIPTIVES VARIABLES=d1 d2
d3 d4 d5
MAX.


d1 324 1.00 5.00 3.7963 .75998
d2 324 2.00 5.00 3.7901 .73339
d3 324 1.00 5.00 3.8951 .73487
d4 324 1.00 5.00 3.8426 .72755
d5 324 1.00 5.00 3.8519 .74420
Graduate School
DESCRIPTIVES VARIABLES=p1 p2 p3 p4 p5 p6 p7 p8 p9 p10 p11
Descriptives
Notes
Comments
Filter <none>
Weight <none>
Split File <none>
File
treated as missing.
Syntax DESCRIPTIVES VARIABLES=p1 p2
p3 p4 p5 p6 p7 p8 p9 p10 p11
MAX.


p1 324 2.00 5.00 3.6667 .71689
p2 324 1.00 5.00 3.5309 .82659
p3 324 1.00 5.00 3.5772 .85310
p4 324 1.00 5.00 3.4198 .90563
p5 324 1.00 5.00 3.4012 .95054
p6 324 1.00 5.00 3.3981 .91028
p7 324 1.00 5.00 3.2222 .89373
p8 324 1.00 5.00 3.3611 .89503
p9 324 1.00 5.00 3.3086 .90601
p10 324 1.00 5.00 3.3920 .94299
p11 324 1.00 5.00 3.4167 .98715
Graduate School
/COMPRESSED.
/COMPRESSED.
FREQUENCIES VARIABLES=age sex educ length dept
/ORDER=ANALYSIS.
DATASET CLOSE DataSet17.

DATASET ACTIVATE DataSet16.
GET
FILE='C:\Users\user\Documents\spms.sav'.
DATASET NAME DataSet18 WINDOW=FRONT.
ONEWAY VAR00001 VAR00002 VAR00003 VAR00004 VAR00005 BY age
/MISSING ANALYSIS.
Oneway
Notes
Comments
Filter <none>
Weight <none>
Split File <none>
N of Rows in Working Data File 325
treated as missing.
Cases Used Statistics for each analysis are based
on cases with no missing data for any
variable in the analysis.
Syntax ONEWAY VAR00001 VAR00002
VAR00003 VAR00004 VAR00005 BY
age
/MISSING ANALYSIS.

Graduate School
ANOVA
Sum of Squares df Mean Square F Sig.

VAR00001 Between Groups .326 2 .163 .456 .634
Within Groups 114.681 321 .357
Total 115.006 323
VAR00002 Between Groups .948 2 .474 1.114 .330

Total 137.488 323

Total 104.970 323

Total 110.295 323
VAR00005 Between Groups 6.100 2 3.050 7.920 .000

Total 129.719 323

Graduate School
T-TEST GROUPS=sex(1 2)
/MISSING=ANALYSIS
/VARIABLES=VAR00001 VAR00002 VAR00003 VAR00004 VAR00005
/CRITERIA=CI(.95).
T-Test
Notes
Comments
Filter <none>
Weight <none>
Split File <none>
treated as missing.
on the cases with no missing or out-of-
range data for any variable in the
analysis.
Syntax T-TEST GROUPS=sex(1 2)
/MISSING=ANALYSIS
/VARIABLES=VAR00001 VAR00002
VAR00003 VAR00004 VAR00005
/CRITERIA=CI(.95).

Group Statistics
sex
N Mean Std. Deviation Std. Error Mean

VAR00001 1.00 62 3.9032 .65499 .08318
2.00 262 3.9389 .58320 .03603
VAR00002 1.00 62 3.8226 .68261 .08669
2.00 262 3.9265 .64482 .03984
VAR00003 1.00 62 3.7919 .64128 .08144
2.00 262 4.0011 .54558 .03371
VAR00004 1.00 62 3.8645 .64961 .08250
2.00 262 4.0145 .56536 .03493
VAR00005 1.00 62 3.7355 .64353 .08173
2.00 262 3.8588 .63032 .03894
Graduate School
Independent Samples Test
Levene's
Test for
Equality of
Variances t-test for Equality of Means
Std. 95% Confidence
Mean Error Interval of the
Sig. (2- Differenc Differen Difference
F Sig. t df tailed) e ce Lower Upper
VAR0 Equal 3.314 .070 -.423 322 .672 -.03571 .08438 -.20171 .13030
0001 variances
assumed
Equal -.394 85.334 .695 -.03571 .09065 -.21593 .14452
variances not
assumed
VAR0 Equal .013 .910 -1.129 322 .260 -.10395 .09210 -.28515 .07725
0002 variances
assumed
Equal -1.090 88.560 .279 -.10395 .09541 -.29353 .08564
variances not
assumed
VAR0 Equal 2.478 .116 -2.622 322 .009 -.20921 .07979 -.36618 -
0003 variances .05224
assumed
Equal -2.374 83.116 .020 -.20921 .08814 -.38452 -
variances not .03390
assumed
VAR0 Equal 3.935 .048 -1.824 322 .069 -.14999 .08223 -.31177 .01179
0004 variances
assumed
Equal -1.674 84.195 .098 -.14999 .08959 -.32814 .02817
variances not
assumed
VAR0 Equal .281 .597 -1.380 322 .169 -.12329 .08938 -.29913 .05254
0005 variances
assumed
Equal -1.362 90.748 .177 -.12329 .09053 -.30313 .05654
variances not
assumed
Graduate School
ONEWAY VAR00001 VAR00002 VAR00003 VAR00004 VAR00005 BY educ
/MISSING ANALYSIS.
Oneway
Notes
Comments
Filter <none>
Weight <none>
Split File <none>
File
Missing Value Handling Definition of Missing User-defined missing values are treated
as missing.
Cases Used Statistics for each analysis are based on
cases with no missing data for any
VAR00003 VAR00004 VAR00005 BY
educ
/MISSING ANALYSIS.

ANOVA
Sum of Squares Df Mean Square F Sig.
VAR00001 Between Groups 1.198 2 .599 1.690 .186
Total 115.006 323
Total 137.488 323
Total 104.970 323
Total 110.295 323
VAR00005 Between Groups .842 2 .421 1.049 .352
Total 129.719 323
Graduate School
ONEWAY VAR00001 VAR00002 VAR00003 VAR00004 VAR00005 BY length
/MISSING ANALYSIS.
Oneway
Notes
Comments
Filter <none>
Weight <none>
Split File <none>
treated as missing.
on cases with no missing data for any
VAR00003 VAR00004 VAR00005 BY
length
/MISSING ANALYSIS.

ANOVA
Total 115.006 323
VAR00002 Between Groups 1.203 4 .301 .704 .590
Total 137.488 323
Total 104.970 323
Total 110.295 323
Total 129.719 323
Graduate School
ONEWAY VAR00001 VAR00002 VAR00003 VAR00004 VAR00005 BY dept
/MISSING ANALYSIS.
Oneway
Notes
Comments
Filter <none>
Weight <none>
Split File <none>
as missing.
Cases Used Statistics for each analysis are based on
cases with no missing data for any
VAR00003 VAR00004 VAR00005 BY
dept
/MISSING ANALYSIS.

ANOVA
Total 115.006 323
Total 137.488 323
Total 104.970 323
Total 110.295 323
Total 129.719 323
Graduate School
/COMPRESSED.
CORRELATIONS
/VARIABLES=VAR00001 VAR00002 VAR00003 VAR00004 VAR00005
/PRINT=TWOTAIL NOSIG
/MISSING=PAIRWISE.
Correlations
Notes
Comments
Filter <none>
Weight <none>
Split File <none>
as missing.
Cases Used Statistics for each pair of variables are
based on all the cases with valid data for
that pair.
Syntax CORRELATIONS
/VARIABLES=VAR00001 VAR00002
VAR00003 VAR00004 VAR00005
/PRINT=TWOTAIL NOSIG
/MISSING=PAIRWISE.

Graduate School
Correlations
VAR0000 VAR0000 VAR0000 VAR0000 VAR0000
1 2 3 4 5
** ** ** **
VAR0000 Pearson .667 .724 .688 .643 .229**
1 Correlation
Sig. (2-tailed) .000 .000 .000 .000 .000
N 324 324 324 324 324
** ** **
VAR0000 Pearson 1 .672 .647 .639 .185**
2 Correlation
Sig. (2-tailed) .000 .000 .000 .001
N 324 324 324 324 324

** ** **
VAR0000 Pearson .672 1 .795 .672 .194**
3 Correlation
Sig. (2-tailed) .000 .000 .000 .000
N 324 324 324 324 324

** ** **
VAR0000 Pearson .647 .795 1 .725 .150**
4 Correlation
Sig. (2-tailed) .000 .000 .000 .007
N 324 324 324 324 324

** ** **
VAR0000 Pearson .639 .672 .725 1 .185**
5 Correlation
Sig. (2-tailed) .000 .000 .000 .001
N 324 324 324 324 324
Computation of Sample Size using Slovin’s Formula
Formula: n = N / (1+Ne^2)
Whereas:
n = no. of samples
N = total population
e = error margin / margin of error
To compute:
Given:
N= 1,704
e= 0.05
n= 1,704 / (1+ 1,704*0.05*0.05)
n= 323.95 or approx. 324
324 / 1,704 = 0.19 (multiplier to get sample size)

Graduate School
B.1. Letter Addressed to the City Mayor
November 12, 2016
HON. BEVERLEY ROSE A. DIMACUHA

City Mayor
Batangas City
Dear Mayor,
Greetings!
I am Ms. Mary Ann E. Antenor, a permanent employee at the Office the City
Mayor, Public Affairs and Assistance Division, detailed at City Councilor’s Office,
Sangguniang Panlungsod, Batangas City. Currently, I am a master’s degree student of
the Graduate School of Batangas State University, Batangas City and presently writing
my master’s thesis particularly on the current Strategic Performance Management
System (SPMS) of this city.
With regards to this research, I would like to conduct survey and interview with
department heads, supervisors and permanent employees of the city, including yourself,
to hear some insights on the present SPMS implementation of the City.
Thank you very much in anticipation for your kind approval.
Yours Truly,
MARY ANN E. ANTENOR

Student / Researcher
Graduate School
B.2. Response Letter from the Office of the City Mayor
Graduate School
B.3. Certificate of Expert’s Validation
Graduate School
B.4. Certificate of Reliability Test
Graduate School
B.5. Certificate of Editing of Thesis
Graduate School
GRAMMARIAN’S PROFILE
DR. NORMA LAQUIAN- MEÑEZ

Director- Center for Research and Development
Lyceum of the Philippines University
Professional Qualifications:
 Ph. D Linguistics and Literature - Philippine Normal

University and Manuel L. Quezon University,
October, 2001
 Master of Arts in English and Literature - University of Batangas – April,
1992
 Master in Public Administration –LPU 2013
 Bachelor of Arts Major in English - Lyceum of the Philippines
University –March, 1985
International Research Exposures
 Outstanding Researcher of the Philippines- Citation given by the

International Conference on Social Sciences, Health and Environment,

Angkor Borei Resort and Spa, Siem Reap, Cambodia June 28-30, 2015
International Research Reviewer/ Referee – International Academy of
Business and Economics (IABE- 2016) Conference in Promoting Global
Competitiveness – Las Vegas Nevada Oct. 9-11, 2016
 Research Conference Host- - 9th Taylors University Teaching and
Learning Conference – Redesigning Learning for Greater Social Impact –
November 12-13, 2016
 Editorial Board Member- Asia Pacific Journal of Multidisciplinary
Research – An International Refereed Journal, Published in LPU-
Batangas Philippines
 Editorial Board Member – Asia Pacific Journal of Education Arts and
Sciences and Asia Pacific Journal of Multi- Disciplinary Research
 Peer Reviewer/ Editorial Review Board - Sustainability in Hospitality
Industry International University of Applied Sciences Bad Honnef-Bonn
Internationale Hochschule Bad Honnef-Bonn_Muelheimerstrasse 38
53604Bad\ Honnef Germany, A Member of The Leading Hotel Schools of
the World
 International Research Reviewer/ Referee – 9th Asia Pacific Conference
- Hong Kong Polytechnic University , Hong Kong
International Research Presentation
 Paper Presenter- 9th Taylors University Teaching and Learning Conference

– Redesigning Learning for Greater Social Impact – November 12-13, 2016
Graduate School
 Research Title: Service Quality Among International Students : Inputs to
University Competitiveness
 Paper Presenter- International Academy of Business and Economics
(IABE- 2016) Conference in Promoting Global Competitiveness – Las
Vegas Nevada Oct. 9-11, 2016
 Research Title: Work Engagement Among Higher Education Institutions in
the Philippines
 Virtual Paper Presenter- International Conference in Multidisciplinary
Method and Model - Subangjaya Malaysia
 Research Title: Evaluation of Research and Development Activities of a
Private Academic Institution in the Philippines
 Paper Presenter- 5TH ASIA-EURO CONFERENCE 2014 in Tourism,
Hospitality and Gastronomy Theme: Creating Opportunities Through
Innovation: The Future of Tourism and Hospitality, Taylors’ University,
Subangjaya, Malaysia, May 19- 20, 2014 2014
 Research Title: Best Practices of LPU Dusit Thani Tie- Up
 Paper Presenter- 2014 World Interdisciplinary Research Conference –
September 24, 2014
 Research Title: Level of Implementation of 5’s College of International
Tourism and Hospitality Management : Inputs to Environmental Programs
 Paper published in The Asia Pacific Journal of Education Arts and
Sciences Vol. 1 No.1
 Research Title: Tracer Study of Masters in Business Administration (2008-
2012)
 Paper Presenter -2012 TOSOK International Tourism Conference - Ulsan,
Korea on July 4th ~ 6th, 2012.
 Research title: A Community-Based Tourism: Perspective through
Festivals
 International Research Paper Accepted for Presentation
 3rd ASIA EURO Conference in Hospitality and Tourism Management
 Taylors’ University, Subangjaya, Malaysia, November, 2010
 Research Title: Impact of Cultural Practices on Tourism Marketability
 Paper Presenter - International Conference on Management Education and
Practice Kaohsiung City Taiwan, February, 2010
 Research Title: The Role of Batangas Resorts in Eco- Tourism Program in
the Philippines
 Paper Presenter - International Conference on Innovation & Innovative
Management Bangkok, Thailand December 14-15, 2012
 Research Title: A Redesigned Innovative Faculty Performance Evaluation
System: Inputs from Feedback
 Paper Presenter - International Federation of Social Science
Education(IFFSO XVIIIth General Conference on Global and International
Migration
 Chiang Mai, Thailand, November 21-23, 2009
 Research Title: Migration of Filipino Nurses in Singapore
Graduate School
 Paper Presenter- World Civic Forum 2009 -International Conference in
Seoul South Korea, May 5-8 , 2009
 Research Title: Eclectic Model for a More Humane and Responsive
Community Extension Programs for Tertiary Education in the Philippines
Paper Publications/ Citations
 Global and International Migration , Realities of Labor Movements and

International Marriages , IFSSO 19th General Conference , 21-23 of
November
o 2009, Porping Hotel, Chiang Mai, Thailand.
o Research Title: Nursing Migration in Singapore: The Filipino
Experiences
 Best Practices of Lyceum of the Philippines University and Dusit Thani Tie
Up: Inputs to Program Competitiveness
 RCB Mejia, AI Manzano, NL Menez - Procedia-Social and Behavioral
Sciences, 2014 – Taylors University- Cited by 6
 The Competency Training Program of BATELEC I: Basis for Continuous
Enhancement
 RP MACALAGUIM JR, NL MEÑEZ - Asia Pacific Journal of
Multidisciplinary Research| Vol, 2014 – Cited by 3
 Embroidery Industry as Tourist Attraction in Taal Batangas, Philippines
 DR Buted, NL Menez, M Baruc, J Borbon - Asia Pacific Journal of
Multidisciplinary Research| Vol, 2014 – Cited by 3
 Tracer Study of the Masters in Business Administration (MBA) Graduates
from 2008-2012
 NL Meñez - Asia Pacific Journal of Education, Arts and Sciences, 2014 –
Cited by 3
 Service Quality Level of Food Service Establishments in Lipa City,
Philippines: Basis for Business Operations Enhancement
 AM De Luna, NL Meñez – 2014 – Cited by 2
Professional Experiences
 Research Lecturer- DR- International Thailand tie-up- LPU

 University Professor -Institute of Advanced Studies ( LPU Graduate
School) - June 2007 –up to present
 Thesis Adviser – LPU – Batangas and Laguna Graduate School – Masters
in Business Administration, Public Administration and Hospitality
Management (June 2007- present )
 Reader/Editor LPU Graduate School Journal and Institutional Research of
various discipline
 Chairman – Committee on Research - Graduate School ,Hospitality
Management and Business Administration
Graduate School
 Academic Department Head- College of Liberal Arts Mass
Communication, Psychology and Para- legal –LPU June 1, 1998- 2001
 Professorial Lecturer – College of Education Arts and Sciences ( handling
English, Literature, Research and Filipino- LPU- June 1986, up to
present
 External Affairs Officer- Lyceum University- June, 2003-2006
Professional Research Lecturer
 Research Lecturer – Thesis Seminar and Topic Consultation – LPU-

Laguna
May 9,2015, Makiling Calamba City
 Resource Speaker – Research Writing for International for International
Publications and Presentations” – sponsored by Association of Certified
Public Accountants in Education and Philippine Institute of Certified Public
Accountants in Education (PICPA) –Naga City April 25-27, 2011.
 Seminar Workshop resource Person – “ How to Become an Effective
Research Defense Panelist and Thesis Adviser – LPU- FAITH Tanauan
 Guest Lecturer- Enhancing Research Capability – Public School Teachers
- May 23, 2012
 Resource Speaker on Action Research using APA style – FAITH-
November 2012
 Guest Speaker/ Lecturer - National Conference on Accounting Educators –
DAP Tagaytay January 2011
 Director- Center for Research and Development
 University Professor- Graduate School Lyceum of the Philippines
University – Batangas City
 Former- High School Directress/ Principal- LPU
Graduate School
C.1. Lists of Abbreviations
CSC - Civil Service Commission
IPCR - Individual Performance Commitment and Review
KRAs - Key result areas
MBOs - Management by Objectives
MORE - Management by Objectives and Results Evaluation
NPAS - New Performance Appraisal System
OPCR - Office Performance Contract Review
PAS - Performance Appraisal System
PERC - Performance Evaluation Review Committee
PES - Performance Evaluation System
PMS - Performance Management System
PMS-OPES - Performance Management System-Office Performance
Evaluation System
SPMS - Strategic Performance Management System

Graduate School
C.2. Interview Guide Questions
Problems Encountered in the Implementation of Strategic Performance

Management System (SPMS) by the Employees
Direction: This test aims to determine the problems encountered in the

implementation of SPMS in the City Government of Batangas in terms of:
Planning and Commitment
1. Was SPMS discussed /explained to you?

2. Were you involved in the planning/formulation of your agency’s OPCR?
3. Was there a consultation on your performance targets?
4. Were you aware that your performance/accomplishment of
commitment/target will greatly contribute in the achievement of the
objectives of your agency?
Monitoring and Coaching
1. Is your progress and quality of work output regularly monitored by your

superior? Do you monitor your own performance?
2. Are there monitoring and evaluation mechanisms and tools forms to keep
track of the employee’s performance?
3. Does your superior adopt team coaching in the management of work
within the department?
4. Does your office record the conduct of monitoring and coaching?
Review and Evaluation
1. Were you able to meet the targets based on your performance

commitment at the start of each rating period?
2. Did the department head/ PMT members discussed your
accomplishments / performance after assessment?
3. Do you use peer ranking or client satisfaction to distinguish performance
level of individuals?
Rewarding and Development Planning
1. If you were able to accomplish your target beyond what is expected, does
your agency provide you with opportunities to enhance your skills and
potentials?
2. Does your superior motivate you to perform well in order for you to be
promoted?
3. Are development interventions provided to employees who obtained a Fair
rating or exhibited poor performance?
Graduate School
C.3. Survey Questionnaire
Questionnaire on the Implementation of Strategic Performance

Management System in the City Government of Batangas
This questionnaire intends to gather data regarding the Strategic

Performance Management System of the City Government of Batangas. You are
chosen as one of the respondents and in the best position to supply the data
needed for this purpose. Rest assured that all information gathered will be kept
with utmost confidentiality. Kindly answer the items as truthfully and sincerely as
you can by giving the necessary information required on the space provided.
Please do not leave any item unanswered.
Part I. Profile of the Respondents
Name of the respondent (optional) ____________________________________
Instruction: Kindly put a check mark () on the profile information needed.
Age: ( ) Below 20 years old Sex: ( ) Male

( ) 20- 39 years old ( ) Female
( ) 40 - 59 years old
( ) 60 years and above
Educational Attainment: ( ) Elementary Level Length of Service: ( ) Below 10 years

( ) Secondary Level ( ) 10 - 19 years
( ) College Level ( ) 20 - 29 years
( ) Graduate School Level ( ) 30 - 39 years
( ) 40 yrs& above
Department: ( ) Office of the City Mayor
( ) Office of the Sangguniang Panlungsod
( ) City Planning and Development Office
( ) Office of the Civil Registrar
( ) Office of the General Services
( ) Office of the Budget
( ) Office of the City Accountant
( ) Office of the City Treasurer
( ) Office of the City Assessor
( ) Office of the City Legal Officer
( ) Colegio ng Lungsod ng Batangas
( ) Office of the City Health Officer
( ) Office of the City Social Welfare & Devt Officer
( ) Office of the City Veterinarian & Agri’l Services
( ) City Environment and Natural Resources Office
( ) Office of the City Engineer
( ) Office of the City Market Administrator
( ) Office of the City Prosecutor
Graduate School
RESPONDENT’S DESCRIPTION OF THE IMPLEMENTATION OF STRATEGIC
PERFORMANCE MANAGEMENT SYSTEM (SPMS)
Part II. Direction: This test aims to describe the Batangas City Government
employee’s description of the SPMS implementation by the Human Resource
and Development Office as mandated by Administrative Code of 1987 and
guided by CSC memorandum Circular No. 6 S. 2012. Read the test carefully and
rate your description as follows:

5 4.50 – 5.00 Strongly Agree / Fully Implemented
4 3.50 – 4.49 Agree/ Implemented
3 2.50 – 3.49 Moderately Agree/ Moderately Implemented
2 1.50 – 2.49 Disagree / Poorly Implemented
1 1.0 – 1.49 Strongly Disagree / Not Implemented
Components of SPMS
A. Planning and Commitment 5 4 3 2 1
1. The Batangas City Government sets the
targets and measures for the next year as
early as August of the current year.
2. The Batangas City Government’s annual
plans are reflected as targets/activities for
projects that would be completed in six (6)
months or more so that progressive outputs
are identified and rated accordingly.
3. The Batangas City Government’s
Performance Management Team (PMT)
reviews and approves the IPCR.
4. The Batangas City Government’s PMT
guarantees that the performance targets,
measures and budgets are aligned with
those of the organization and work
distribution of Offices is rationalized.
B. Monitoring and Coaching 5 4 3 2 1

1. The Batangas City Government’s Heads or
supervisors monitor the work activities of
employees and progress of work output.
supervisors address factors that either help
or hinder effective work performance and
design tracking tools or monitoring strategies
as may be needed.
supervisors emphasize the strategic role of
Graduate School
being an enabler/coach/mentor rather than a
mere evaluator.
supervisors fully exercise or practice
management development intervention in
enhancing the potentials of every employee
under them.
C. Review and Evaluation

C.1 Based on Office Performance 5 4 3 2 1
1. The Head of Office initially assess the OPCR.
2. The Planning Office assesses and evaluates
the performance of Offices.
3. The Planning Office validates the
accomplishments reported by offices.
4. Various rating scales are used for specific
sets of measures for core functions and
support functions.
5. Critical factors affecting the delivery of work
output are reflected and computed.
6. In computing the final rating of the office and
individual performances, the weight
allocation includes 45% strategic priorities,
45% core functions and 10% support
functions.
7. After the end of the year, all
departments/offices submit the accomplished
OPCR to the planning office for
evaluation/validation.
8. The Planning Office returns to the Offices the
validated accomplishments, with the
summary report per office.
9. The Planning Office consolidates, reviews,
validates and evaluates the initial
performance assessment of the Head of
Office based on reported office
accomplishments against success indicators
and the allotted budget against the actual
expenses.
10. The Batangas City Government annually
conducts a performance review conference.
C.2 Based on Individual Employees 5 4 3 2 1

Performance
1. The immediate supervisor assesses
individual employee performance based on
Graduate School
the commitments made at the beginning of
the rating periods.
2. The Head of Office makes the final
assessment of performance level of the
Individual employees in his/her office.
3. The average of all individual performance
assessments is not higher than the collective
performance assessment of the office.
4. The head of office ensures that the
performance assessment of the employees is
submitted to the Planning office within the
prescribed time
5. The PMT serves as the appeals body and
final arbiter on performance concerns
D. Rewarding and Development Planning 5 4 3 2 1

1. The Heads of Office and supervisors discuss
with the individual employee the result of the
assessment focusing on the strengths,
competency-related performance gaps and
the opportunities to address these gaps,
career paths and alternatives.
2. Employees are ranked within clusters and
categorized based on complexity of work and
accountability.
3. The result of the performance
evaluation/assessment serves as inputs to
the Heads of Offices in identifying and
providing the kinds of interventions needed,
based on the developmental needs identified
the Personnel office in consolidating and
coordinating developmental interventions that
will form part of the Human Resource Plan
and the basis for rewards and incentives.
the Rewards Committee in identifying top
performers of the organization who qualify for
rewards and incentives.
Graduate School
Part III. Extent of Problems Encountered by City Government of Batangas
in the Implementation of SPMS
Direction: Please identify which among the given problems encountered in the
implementation of Strategic Performance Management System (SPMS) have the
most extent. Kindly put a check mark () on the items listed.

5 4.50 – 5.00 Strongly Agree / Very Great Extent
4 3.50 – 4.49 Agree / Great Extent
3 2.50 – 3.49 Moderately Agree / Moderate Extent
2 1.50 – 2.49 Disagree / Least Extent
1 1.0 – 1.49 Strongly Disagree / No Extent
Implementation of SPMS
Problems Encountered 5 4 3 2 1
1. Lack of readiness of government employees
in the appreciation of comments,
recommendations and other processes/tools
of performance management
2. Inadequate Understanding about SPMS
3. Limited involvement of employees in
planning/ formulation of agency OPCR
4. Absence of consultation about individual
performance targets
5. Lack of monitoring and evaluation
mechanisms
6. Coaching not fully adopted
7. Unable to meet targets based on
performance commitment
8. No feedback/evaluation of employee’s
performance after assessment
9. Unclear performance indicators
10. No concrete professional development
intervention plans especially for employees
who obtained Fair or Poor Ratings
11. Employees who obtained Outstanding/Very
Satisfactory ratings were not given
reward/recognitions
Thank you very much for your cooperation.
MARY ANN E. ANTENOR

Student, Master in Public Administration
Batangas State University, Batangas City
Graduate School
D. Images that were taken during the researcher’s appearance to the
City Government of Batangas
The researcher (left) with Secretary to the Mayor Atty. Victor Reginald A.
Dimacuha (right) during the request for approval to conduct the study.
Graduate School
The researcher (right) with Honorable City Mayor Beverley Rose A.
Dimacuha (middle) and Secretary to the Mayor Atty. Victor Reginald A.
Dimacuha (left) acquiring the approval to conduct the study.

Graduate School
The researcher with members of the Performance Management Team,
Mrs. Elizabeth Q. Delos Reyes (first) and Engr. Januario C. Godoy (second)
during the conduct of interview.

Graduate School
The researcher (left) with Human Resource Management and
Development Office personnel, Mrs. Aurea R. Castillo (middle) and Ms. Aileen B.
Pentenio (right) assisting the researcher in collecting data in connection with her
research studies.
Graduate School
City Mayor’s Office
City Health Office, POPCOM Division
The researcher with City government employees during the distribution of
survey questionnaire.
Graduate School
Office of the Sangguniang Panlungsod
City Budget Office
The researcher with City government employees during the distribution of
survey questionnaire.
Graduate School
CURRICULUM VITAE
MARY ANN E. ANTENOR

Mahabang Dahilig, Batangas City, Batangas 4200 • Office: (043) 723-
7484 • Cell: 0906-835-4549 •
engr_mhean@yahoo.com.ph
PROFESSIONAL SUMMARY
Seeking long-term Community Relations Officer position in which my professional experiences

and special qualifications will help encourage the growth of both my organization and myself.
EDUCATION
Master in Public Administration, Candidate
Batangas State University- Rizal Avenue, Batangas City
Bachelor of Science: Computer Engineering, June 2003 to April 2008

Lyceum of the Philippines University- Capitol Site Batangas City
High School Diploma: June 1999 to March 2003

Calatagan Institute, Calatagan Batangas
Primary Education: June 1993 to March 1999

Pedro Palacio Sr. Memorial Elementary School, Sta. Ana Calatagan, Batangas
WORK HISTORY
Community Affairs Officer I, 10/2014 to Current
 Maintains and updates individual records of Barangay Officials

Batangas City Government- P. Burgos St. Batangas City
 Prepares documents of elected/appointed Barangay Officials

 Coordinates Barangay Officials in the implementation of programs of the City
Government
Local Legislative Staff Employee II, 07/2013 to 09/2014
 Coordinate response to local and public consultations

Batangas City Government, Office of the SangguniangPanlungsod- P. Burgos St. Batangas City
 Monitor and process various forms and documents as per existing procedures and policies
Graduate School
 Provide clerical and other support to staff for office efficiency.
Marketing OIC, 06/2008 to 04/2013
 Contribute in the implementation of marketing strategies

Southbound Computer Center- Caedo Commercial Center, Batangas City
 Support the store manager in overseeing the department’s operations

 Organize and attend marketing activities or events to raise product awareness
 Liaise with stakeholders and vendors to promote success of activities and enhance the
company’s presence
ACCOMPLISHMENTS


MPA Best Presenter, Thesis Research Colloquium, Current

Top 1 BS Computer Engineering Graduate of 2008, Tertiary

Valedictorian, Secondary
First Honorable Mention, Primary
SKILLS
 Sales and Marketing- Knowledge of principles and methods for showing, promoting and
Marketing
selling of products and services. This includes marketing strategy and tactics, product
 Administration and Management- Knowledge of business and management principles

demonstration, sales technique and sales control systems.
involved in strategic planning, resource allocation, leadership technique and coordination
 Customer and Personal Service – Knowledge of principles and processes for providing
of people and resources.
customer and personal services. This includes customer needs assessment, meeting
 Economics and Accounting- Knowledge of economic and accounting principles and

quality standards for services, and evaluation of customer satisfaction.
practices, and the analysis and reporting of financial data.
 Computers and Electronics- Knowledge of circuit boards, processors, chips, electronic

Software/Hardware
equipment, and computer hardware and software, including applications and

programming.
AFFILIATIONS
Member, Association of Graduate School for Public and Business Administration (AGSPBA)
TRAINING PROGRAMS


Advocacy Forum on the Rights of the Child

Pre-Testing of the Enhanced GeRL Tool
One-Day Life in Christ Seminar (LCS) - Values Formation Program
Graduate School


Operationalizing OBE (Outcome-Based Education in Higher Education
Public Officers: Unleashing the Reality of Government System and Administration

Towards Transparency Seminar

First Aid Training / Seminar and Free Blood Typing

Philippine program for Resurgence of Industrial Development and Excellence

LGPMS SY 2013 Utilization Conference
LPU Batangas: Leading the Way for Competitive Future Professionals
PERSONAL INFORMATION
Date of Birth: September 17, 1985 Place of Birth: Calatagan Batangas Sex: Female Civil Status:
Married Citizenship: Filipino
CHARACTER REFERENCES
Hon. Beverley Rose A. Dimacuha, City Mayor, Batangas City
(043) 723-1511
Atty. Victor Reginald A. Dimacuha, Secretary to the Mayor, Batangas City

(043) 723-2930
Alyssa Renee A. Cruz, City Councilor, Batangas City

(043) 723-7484

Antenor 2017 Spms

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Antenor 2017 Spms

Uploaded by

Copyright:

Available Formats

BATANGAS STATE UNIVERSITY 1

A Thesis Presented to the Faculty

MARY ANN E. ANTENOR

This thesis entitled “THE IMPLEMENTATION OF STRATEGIC

Approved by the Committee on Oral Examination with a grade of

Accepted and approved in partial fulfillment of the requirements for the

Comprehensive Examination: __________________

support of people who need to be mentioned and highly acknowledged.

Secondly, to her dearest husband Rommel B. Antenor and kids Thomas,

suggestions on how to accomplish this study.

The researcher is also, highly indebted to the Batangas City Government,

particularly to City Mayor Beverley Rose A. Dimacuha through Atty. Victor

Reginald A. Dimacuha, the department heads, employees and personnel of the

Human Resource Management and Development Office, for allowing her to

the data needed to complete this study.

Finally, the researcher is so much grateful to her Graduate School Family,

had extended in her bid to finish this study.

II. REVIEW OF LITERATURE

III. RESEARCH METHODOLOGY

IV. PRESENTATION, ANALYSIS AND INTERPRETATION OF

V. SUMMARY, FINDINGS, CONCLUSIONS AND

TABLE NO. TITLE PAGE

1.1. Distribution of Respondents in Terms of Age...................... 67

1.2. Distribution of Respondents in Terms of Sex ……........... 70

1.3. Distribution of Respondents in Terms of

1.4. Distribution of Respondents in Terms of

1.5. Distribution of Respondents in Terms of Department ...... 74

2.1. Implementation of SPMS in the City Government of Batangas

2.2. Implementation of SPMS in the City Government of Batangas

2.3. Implementation of SPMS in the City Government of Batangas

2.3.A Based on Office Performance ……………………….… 84

2.3.B Based on Individual Employees Performance…..…… 88

2.4. Implementation of SPMS in the City Government of Batangas

3.1. Difference in the Implementation of SPMS

3.2. Difference in the Implementation of SPMS

3.3. Difference in the Implementation of SPMS

3.4. Difference in the Implementation of SPMS

3.5. Difference in the Implementation of SPMS

4.5.1. Relationship Between the Implementation of SPMS and

4.6. Proposed Input to Policy Development …..………………… 110

FIGURE NO. TITLE PAGE

1.1 Theoretical Paradigm of the Implementation of Strategic Performance

1.2 Research Paradigm of the Implementation of Strategic Performance

The focus of performance management in the country is not new. Public

sectors especially local government unit has aspired to achieve high

performance through performance management systems, procedures, and

new propositions that will assist organizations in strengthening or enhancing the

performance framework within individual organizational context. The study aimed

to determine the Strategic Performance Management System’s Implementation

structured survey questionnaires and interview as data gathering instruments.

Government of Batangas who were chosen using stratified proportionate random

Specifically, it sought to describe the profile of respondents in terms of

age, sex, educational attainment, length of service and department. It also

described the implementation of SPMS with regards to the four-stage

performance management cycle, namely, planning and commitment, monitoring

and coaching, review and evaluation, rewarding and development planning.

Problems encountered during and after the implementation process were

identified. Policy inputs were proposed to enhance the implementation of the

system in the City. Frequency count, percentage, weighted mean, analysis of

the items regarding the components of SPMS, however, moderate problems

percentage. The majority of respondents were relatively composed of middle-

Office of the City Mayor. The respondent’s description of the implementation of

SPMS in the City Government of Batangas was all implemented. In terms of

planning and commitment, it was implemented that the members of Performance