Public Human Resource and

Management
OPES and SPMS

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 as stated in the following:

• Medium-Term Philippine Development Plan

• Organizational Performance Indicator/ Framework (OPIF)
• Major Final Output (MFO)

Drawing from the rationale that “what gets measured gets done,” every hour
of work is given 1 OPES point in the rating system.

Using this as the standard unit of measure, the PMS-OPES required each
government agency to create a Measurement Development and Calibration
Team that would determine the equivalent points of each major final output or
the amount of time it will take an average competent employee to produce a
specific output. Under the OPES, targets are estimated on the basis of the
number of OPES points required per individual per rating period multiplied by
the number of individual members of the organizational unit.

The OPES measures the collective performance of a unit. The smallest unit is
the division.

The past performance evaluation and appraisal systems that CSC

implemented over the years have largely focused only on individual
appraisals, which were used for personnel act ions such as incentives,
promotion, and separation. However, they have not shown how employee
performance has contributed to or hindered organizational effectiveness.

To address the gaps and weaknesses found in previous evaluation systems,

the CSC recently introduced the Strategic Performance Management System
(SPMS) after its pilot test in 2011. The SPMS incorporates the positive
features of past initiatives.

Like its predecessor, PMS-OPES, the SPMS seeks to link individual

performance with the agency’s organizational v i s ion, mission, and strategic
goals. With some adjustments, it also makes use of existing performance
evaluation and management systems and l inks performance management
with other human resource (HR) systems.
 SPMS Paradigm Shift (OPES to SPMS)

OPCR/DPCR/IPCR

Individual Performance Commitment and Review (IPCR) Form. Refers to the

performance management tool required to be submitted by an employee
every semester. It contains his/her commitments to the attainment of office
goals and objectives and accomplishments at the end of the rating
period.Individual Performance Commitment and Review (IPCR) Form is
accomplished by individual staff in all the units of the organization.It provides
a venue for agreement on standards of performance and behaviors
which lead to professional and personal growth in the organization.

Division Performance Commitment and Review (DPCR). Refers to the

principal document used to evaluate the commitments and performance of
Division Managers/Section Chiefs/ Unit Heads in accordance with the office
strategic plan.Division Performance Commitment and Review (DPCR) Form is
accomplished by Division Chiefs.

Office Performance Commitment and Review (OPCR). Refers to the principal

document used to consolidate the performance commitment and evaluation
for the Region. Office Performance Commitment and Review (OPCR) Form is
accomplished by Agency Directors.The approved OPCR shall serve as basis
for individual performance targets and measures which shall be
reviewed and approved by the department head for the submission to
the HR office.
 Example of DPCR Output Indicator

 SUPPORT TO OPERATIONS

1. Planning and Budgeting

a. Submission of Project Procurement Management Plan (PPMP).
b. Monitoring of Division's Annual Budget

2. Public Assistance and Complaint Desk

a. Duty as Officer of the Day
b. Assistance to requests of clients.
c. Client queries acted upon

3. Performance Management System

a. Submission of DPCR and IPCR
b. Check/review Staff's Monthly Accomplishment Report (MAR)
c. Submission of Division's semiannual accomplishment report.

 GENERAL ADMINISTRATIVE AND SUPPORT(GAS)

1. Internal Processes
a. Review of staffing pattern, organizational structure (OS) and related
schedules.
b. Certification of documents such as, Application for Leave (Form 6),
Compensatory Time-Off (CTO) & Monetization of Leave Credits.
c. Certification/review of Summary of Monetization.
d. Certification of request for bond coverage and/or cancellation of bond for
accountable officials and employees.
e. Issuance of certifications.
f. Printing of DTRs of Regular, Casual and CSWs.
g. Printing of CSW IDs
h. Certification of summary of Attendance of HRD Contract of Service
Workers (CSW).

2. Internal Resource Management

a. Review of Service Records
b. Communications
c. Submit reports to other agencies (DBM & CSC)
d. Other HRD Internal Reports

3. Learning & Growth – Human Capital

a. Publication of vacant positions
b. Appointment (CSC Form 33), Position Description Form (PDF) &
Assumption of Duties
c. Plantilla of Casual Employees
d. Notice of Salary Adjustment (NOSA)/Notice of Salary Increment (NOSI)
e. Orientation of office policies, rules and regulations.
f. Agreement for Contract of Service Workers & Job-Orders
g. Facilitate in-house trainings/orientations/ workshops to be conducted by
accredited Learning Service Providers (LSP).
h. Recommendation of Training Design
i. Conduct of Medical Services, Breastfeeding, Safety ,Health and Wellness
programs or activities.

4. Good Governance Condition

a. Ensure 100% of cash advances granted to the personnel of HRD are
liquidated.
b. Submission of Statement of Assets, Liabilities and Networth (SALN)
c. Ensure compliance to the provisions of the ARTA law.

Example of IPCR Output Indicator

Provision of Direct Patient Care

Transcribe and Administer Prescribed Medication and Treatment

Assist Physicians and Patients during Diagnostic and Therapeutic Procedures

Documentation

Health Promotion and Education

Provision of Safe & Effective Environment

Hospital and Nursing Service Policies

Hospital-related DOH Programs

Involvement to Hospital Committees and other Programs

Waste Management

Reports Preparation

Human Resource Management System Maturity Level

PRIME-HRM utilizes the maturity levels/indicators model showing progressive

levels with indicators per level for each core HRM system. These maturity
levels include: Transactional HRM (Maturity Level 1), Process-Defined HRM
(Maturity Level 2), Integrated HRM (Maturity Level 3), and Strategic HRM
(Maturity Level 4).
Maturity Level 1 (Transactional HRM)

The status of the agency is “regulated” which means that the agency has not
fully demonstrated readiness in exercising delegated HR functions and needs
to be subjected to regular monitoring/assistance by the CSC. Hence, no
recognition and award is yet given.
Maturity Level 2 (Process-Defined HRM)

The state of the agency is “accredited” which implies that the agency
demonstrated readiness in exercising delegated HR functions and can be
given Level II accreditation status and enjoy certain privileges (e.g. the
authority to take final action on appointments). Certificate of Recognition for at
least one core HRM system is granted. Bronze award is given for all core
HRM Systems.
Maturity Level 3 (Integrated HRM)

The agency’s status is “deregulated”. The agency has distinguished itself as

“excellent” in all or some areas of HRM and its core HRM Systems, Practices,
and Competencies have been assessed as Maturity Level 3 (Integrated). On
top of the authority to take final action on appointments, another incentive for
deregulated agencies is the authority to establish and implement their own HR
mechanisms without the CSC’s prior approval. Certificate of Recognition for at
least one core HRM system is given and Silver Award is conferred for all core
HRM systems.
Maturity Level 4 (Strategic HRM).

The status of the agency is “deregulated” which indicates that the agency has
distinguished itself as “excellent” in all or at least one area of HRM and its
core HRM Systems, Practices, and Competencies have been assessed as
Maturity Level 4 (Strategic). “Center of HR Excellence” is awarded to an
agency which has been certified and assessed under Maturity level 3 in all
core HRM systems and has achieved Maturity Level 4 in at least one (1) core
HRM system. “Seal of HR Excellence”, the highest recognition, is conferred
when an agency has been certified and assessed under Maturity Level 4
(Strategic HRM) in all four (4) core HRM Systems.
How are employees in an organization in an office motivated?

Motivating workers requires creativity and an understanding of the areas

where employee performance exceeds your company's expectations.
Motivation also may come from addressing areas for improvement before
they become major problems. Both strategies convey the message that your
human capital is valuable and that the company is genuinely interested in
helping employees achieve excellence.

Observe employee performance throughout an evaluation period -- don't

wait until performance appraisal season to review how employees do their
jobs. Compare employees' job descriptions to the duties they actually
perform. In many cases, employees perform duties and tasks that aren't
reflected on their formal job descriptions.

Give employees regular feedback. Use positive strokes to commend them

for doing their jobs well and provide candid, constructive feedback for
performance issues. Addressing performance issues sooner rather than later
can lead to immediate improvement, instead of letting deficiencies grow to
the point that they require disciplinary action.
Schedule public announcements to recognize employee. For example, at
staff meetings recognize employees whose performance exceeds
expectations. Employee recognition is a tremendous motivator, according to
management consultant and professor Frederick W. Herzberg, who
advocated the use of employee recognition in his two-factor theory on what
employees need for job satisfaction.

Promote employees with performance records that consistently exceed the

company's expectations. Again, Herzberg believed that non-monetary
employee recognition is an effective method for motivation. Promoting
employees to leadership roles allows them to showcase their talents and
further improve their skills. Motivating employees also can improve
employee retention, which reduces an organization's cost to replace workers
due to turnover.

Ask employees to volunteer for roles where they can demonstrate their
capabilities. For instance, if your organization conducts formal orientation for
new employees, ask current employees if they would like to become
presenters at orientation sessions. Engaging employees in organization-
wide projects motivates them by showing confidence that they can perform
challenging tasks.

Obtain employee opinions using regularly scheduled surveys, usually once a

year. Employees who realize their opinions matter generally are happier and
more satisfied employees. These, in turn, are fully engaged employees who
care about their jobs and who take pride in the quality of their work.

Theories in Motivation
Motivation is a state of mind, filled with energy and enthusiasm, which drives
a person to work in a certain way to achieve desired goals. Motivation is a
force that pushes people to work with a high level of commitment and focus,
even if things are going against them. Motivation translates into a certain kind
of human behavior. In short, motivation is the driving force behind human
actions.
There are many different forces that guide and direct our motivations. It is
important to ensure that every team member in an organization is motivated
and meets the best project management course bottom line. Various
psychologists have studied human behavior and have formalized their
findings in the form of various motivational theories. These motivational
theories provide insights into the way people behave and what motivates
them.
Motivation theory is a way of looking at the motivation of a person and how
this influences their behavior, whether for personal or professional reasons.
It's important to every aspect of society but is especially relevant to business
and management. Motivation is the key to more profitable employees, as a
motivated employee is more productive.
What are the 5 Theories of Motivation?
Motivation is a huge field of study. Psychologists have
proposed many different theories of motivation. Some of the most famous
motivational theories include the following:
1. Maslow’s Theory of Hierarchical Needs
Abraham Maslow postulated that a person will be motivated when all his
needs are fulfilled. People do not work for security or money, but they work to
contribute and to use their skills. He demonstrated this by creating a pyramid
to show how people are motivated and mentioned that ONE CANNOT
ASCEND TO THE NEXT LEVEL UNLESS LOWER-LEVEL NEEDS ARE
FULFILLED. The lowest level needs in the pyramid are basic needs and
unless these lower-level needs are satisfied people do not look at working
toward satisfying the upper-level needs.
Below is the hierarchy of needs:
 Physiological needs: are basic needs for survival such as air, sleep,
food, water, clothing, sex, and shelter.
 Safety needs: Protection from threats, deprivation, and other dangers
(e.g., health, secure employment, and property)
 Social (belongingness and love) needs: The need for association,
affiliation, friendship, and so on.
 Self-esteem needs: The need for respect and recognition.
 Self-actualization needs: The opportunity for personal development,
learning, and fun/creative/challenging work. Self-actualization is the
highest-level need to which a human being can aspire.
The leader will have to understand at what level the team members are
currently, and seek out to help them to satisfy those specific needs and
accordingly work to help fulfill those needs. This will help the team members
perform better and move ahead with the project.
2. Hertzberg’s two-factor Theory
Hertzberg classified the needs into two broad categories; namely hygiene
factors and motivating factors:
 poor hygiene factors may destroy motivation but improving them under
most circumstances will not improve team motivation
 hygiene factors only are not sufficient to motivate people, but motivator
factors are also required

Herzberg’s two-factor principles

Improving motivator
Influenced by Hygiene Influenced by motivator
factors increases job
Factors (Dis-satisfiers) factors (Satisfiers)
satisfaction
 Working
condition  Achievements
Improving the
 Coworker  Recognition
hygiene factors
relations  Responsibility
decreases job
 Policies & rules  Work itself
dissatisfaction
 Supervisor  Personal growth
quality
3. McClelland’s Theory of Needs
McClelland affirms that we all have three motivating drivers, which do not
depend on our gender or age. One of these drives will be dominant in our
behavior. The dominant drive depends on our life experiences.
The three motivators are:
 Achievement: a need to accomplish and demonstrate own
competence. People with a high need for achievement prefer tasks that
provide for personal responsibility and results based on their own
efforts. They also prefer quick acknowledgment of their progress.
 Affiliation: a need for love, belonging and social acceptance. People
with a high need for affiliation are motivated by being liked and
accepted by others. They tend to participate in social gatherings and
may be uncomfortable with conflict.
 Power: a need for controlling own work or the work of others. People
with a high need for power desire situations in which they exercise
power and influence over others. They aspire for positions with status
and authority and tend to be more concerned about their level of
influence than about effective work performance.
4. Vroom’s Theory of Expectancy
Vroom’s expectancy theory of motivation says that an individual’s motivation
is affected by their expectations about the future. In his view, an individual’s
motivation is affected by –
 Expectancy: Here the belief is that increased effort will lead to
increased performance i.e., if I work harder then it will be better. This is
affected by things such as:
o Having the appropriate resources available (e.g., raw materials,
time)
o Having the appropriate management skills to do the job
o Having the required support to get the job done (e.g., supervisor
support, or correct information on the job)
 Instrumentality: Here the belief is that if you perform well, then the
outcome will be a valuable one for me. i.e., if I do a good job, there is
something in it for me. This is affected by things such as:
o A clear understanding of the relationship between performance
and outcomes – e.g., the rules of the reward ‘game’
o Trust in the people who will take the decisions on who gets what
outcome
o Transparency in the process decides who gets what outcome
 Valence: is how much importance the individual places upon the
expected outcome. For example, if someone is motivated by money,
he or she might not value offers of additional time off.
Motivation = V * I * E
The three elements are important when choosing one element over another
because they are clearly defined:
 E>P expectancy: our assessment of the probability that our efforts will
lead to the required performance level.
 P>O expectancy: our assessment of the probability that our
successful performance will lead to certain outcomes.

5. McGregor’s Theory X and Theory Y

Theory X and Theory Y were first explained by McGregor in his book, "The
Human Side of Enterprise," and they refer to two styles of management –
authoritarian (Theory X) and participative (Theory Y).
Theory X: Managers who accept this theory believe that if you feel that
your team members dislike their work, have little motivation, need to be
watched every minute, and are incapable of being accountable for their work,
avoid responsibility and avoid work whenever possible, then you are likely to
use an authoritarian style of management. According to McGregor, this
approach is very "hands-on" and usually involves micromanaging people's
work to ensure that it gets done properly.
Theory Y: Managers who accept this theory believe that if people are willing
to work without supervision, take pride in their work, see it as a challenge, and
want to achieve more, they can direct their own efforts, take ownership of their
work and do it effectively by themselves. These managers use a
decentralized, participative management style.

5. Alderfer’s ERG Theory

C. P. Alderfer, an American psychologist, developed Maslow’s hierarchy of

needs into a theory of his own.
His theory suggests that there are three groups of core needs: existence (E),
relatedness (R), and growth (G). These groups are aligned with Maslow’s
levels of physiological needs, social needs, and self-actualization needs,
respectively.

Existence needs concern our basic material requirements for living, which
include what Maslow categorized as physiological needs such as air, sleep,
food, water, clothing, sex and shelter and safety-related needs such as health,
secure employment, and property.

Relatedness needs have to do with the importance of maintaining

interpersonal relationships. These needs are based on social interactions with
others and are aligned with Maslow’s levels of love/belonging-related needs
such as friendship, family, and sexual intimacy and esteem-related needs
such as gaining the respect of others.

Growth needs describe our intrinsic desire for personal development. These
needs are aligned with the other part of Maslow’s esteem-related needs such
as self-esteem, self-confidence, and achievement, and self-actualization
needs such as morality, creativity, problem-solving, and discovery.
Alderfer is of the opinion that when a certain category of needs is not being
met, people will redouble their efforts to fulfill needs in a lower category.
Maslow’s theory is very rigid and it assumes that the needs follow a specific
and orderly hierarchy and unless a lower-level need is satisfied, an individual
cannot proceed to the higher-level need i.e., an individual remains at a
particular need level until that need is satisfied.

Whereas, according to Alderfer’s theory, if a higher-level need is aggravated,

an individual may revert to increasing the satisfaction of a lower-level need.
This is called the frustration-regression aspect of ERG theory. ERG theory is
very flexible as Alderfer perceived the needs as a range/variety instead of
perceiving them as a hierarchy i.e., an individual can work on growth needs
even if his existence or relatedness needs remain unsatisfied.
For e.g., when growth needs aggravate, then an individual might be motivated
to accomplish the relatedness need and if there are issues in accomplishing
relatedness needs, then he might be motivated by the existence needs.
Hence in this manner, frustration or aggravation can result in regression to a
lower-level need.

Another example could be, if someone’s self-esteem is suffering, he or she

will invest more effort in the relatedness category of needs.

Implications of the ERG Theory

All managers must understand that an employee has various needs that must
be satisfied at the same time. According to the ERG theory, if the manager
focuses solely on one need at a time, then this will not effectively motivate the
employee. The frustration-regression aspect of ERG Theory has an added
effect on workplace motivation. For e.g., if an employee is not provided with
growth and advancement opportunities in an organization, then he or she
might revert to related needs such as socializing needs.
To meet those socializing needs, if the environment or circumstances do not
permit it, he might revert to the need for money to fulfill those socializing
needs. By the time the manager realizes and discovers this, they will
take more immediate steps to fulfill those needs which are frustrated until
such time that the employee can again pursue growth.
Conclusion
Motivation is the state of mind which pushes all human beings to perform to
their highest potential, with good spirits and a positive attitude. The various
motivation theories outlined above help us to understand what are the factors
that drive motivation. It is a leader’s job to ensure that every individual in the
team and the organization is motivated, and inspired to perform better than
their best. This is neither quick nor easy, but in the long-term, the gains that
are derived from happy employees far outweigh the time and effort spent in
motivating them!

Role of Manager According to Mintzberg

The following defines and provides examples of the different roles managers
hold in the workplace, according to Mintzberg:

Figurehead

This role refers to your responsibility as a manager to perform tasks related to

social, symbolic or legal matters. In these situations, you are not making
decisions but serving as a representative of the organization. As a figurehead,
you also aim to inspire your team to complete goals and tasks.

An example of responsibility in the figurehead role is when you attend a social

lunch or event with a client. You are there to promote your company or team
and project a positive, professional image.
Leader

The leader managerial role refers to your duty as a manager to oversee the
performance of your staff. Overall, you aim to manage the team and the
responsibilities of each member to ensure you reach objectives effectively.
Some of your duties in this role include providing guidance, developing and
motivating staff and performing evaluations.

For example, your team may have a specific sales goal it aims to reach one
month. As a leader, you would communicate your expectations to team
members and ensure they understand them. Throughout the month, you
would check in with them regularly to monitor their progress and may provide
resources or delegate tasks as needed to help them achieve the goal.

Liaison

In the liaison role, you create and maintain internal and external relationships.
You serve as a connection between different groups of people to ensure work
runs smoothly. As a liaison, you can transfer knowledge or information to
members across your organization's chain of command or communicate
between stakeholders and employees to ensure projects remain on task. In
some situations, you may bring members of your external network into the
company to help achieve organizational goals more efficiently.

For example, as a manager, you would communicate regularly with your

employees but also interact with your clients. In your client conversations, you
can gain insights on what their needs are, then relay that information to your
employees. Now that they have an understanding of the client's expectations,
you can ensure that they work to fulfill those needs and deliver a successful
result.

Monitor

In the monitor role, you seek information related to your organization, such as
potentially impactful industry changes. Your research includes both internal
and external sources. Once you gather all the relevant information, you will
analyze it to identify and solve potential problems. Monitoring responsibilities
also include assessing the current operations of the organization and
identifying potential opportunities for improvement.

For example, you may use customer feedback to determine how you can
improve your existing product line. You also need to monitor industry trends,
such as products launched by competitors and regulatory changes that your
company may need to follow. When you understand what is occurring in your
industry, it ensures your company meets business standards and remains
competitive.
Disseminator

As a disseminator, you receive messages from internal and external sources

that you convey to the appropriate individuals. You can transmit this
information in both verbal and written formats. Usually, this situation refers to
valuable or otherwise important information that will benefit your organization
or provides guidance on tasks your employees need to complete.

For example, after researching industry trends, you may have developed a
proposal for a new product design. You would then submit this proposal to
upper management for approval and also provide it to your employees.
Providing the proposal to your employees allows them to familiarize
themselves with the project and enables you to determine how to delegate
tasks.

Spokesperson

In the spokesperson role, you represent your organization and convey

information, such as goals or policies, to external stakeholders. If you work
within a large organization, you may need to serve as the spokesperson of
your team and represent it during internal meetings or events. In this situation,
you may need to provide insights related to your team's performance and
goals to upper management or other departments.

For example, your spokesperson's responsibilities may require you to attend

the annual shareholder's meeting. At this meeting, you may inform the
attendees about the quantifiable results or achievements your team achieved
that year, such as sales numbers. You may also discuss the strategic
business goals you aim to achieve within the next year.

Entrepreneur

The entrepreneur role involves responsibilities related to organizing and

running business processes. These responsibilities may include solving
problems and developing and implementing new ideas or strategies. As an
entrepreneur, your ideas or decisions often promote innovative solutions that
move the organization forward. If you notice slow sales on one of your
organization's key offerings, for example, you may decide to develop a new
marketing strategy using social media to solve the issue.

Disturbance handler

When your organization or team faces unexpected challenges, you take the
role of a disturbance handler to help manage the issue. These challenges can
be both external or internal—whether a client backs out of a contract or you
discover a conflict between colleagues. In these situations, your employees
will expect you to take charge to solve the issue and maintain productivity.
For example, managers often receive training in conflict resolution skills. If a
conflict arises between two members of your team, you must handle the
situation objectively while ensuring to collaborate on a solution that benefits all
parties. You often must act quickly to ensure that operations continue to run
smoothly and receive as little interruption as possible.

Resource allocator

In the resource allocator role, you are responsible for managing and
distributing resources. You make the decisions on how those materials will
best be used or applied throughout the organization or team. These resources
will vary, from funding to equipment to staff members. For example, if you
control the organization's budget, you will determine how to divide funding
amongst your departments based on their needs or goals.

Negotiator

In the negotiator role, you participate in or direct negotiation situations. These

negotiations may occur with external parties, where you will represent the
interests of your organization. You may also host negotiations with internal
parties, such as other departments or your team members. Successful
negotiations will require you to gain buy-in by appealing to the interests and
needs of the other party.

For example, you may enter a negotiation with an employee over their salary.
If you cannot meet their monetary request, you may negotiate a lower number
but provide additional benefits such as more vacation days to make the offer
more attractive.

CSC Program of PRIME HRM

The Program to Institutionalize Meritocracy and Excellence in Human

Resource Management (PRIME-HRM) integrates and enhances the
Personnel Management Assessment and Assistance Program (PMAAP) and
the CSC Agency Accreditation Program (CSCAAP). It is a mechanism that
empowers government agencies by developing their human resource
management competencies, systems, and practices toward HR excellence.
PRIME-HRM entails greater engagement not just of the human resource
management officer (HRMO) but also of the officials and the rank-and-file
employees of the agency.

What happens under PRIME-HRM?

ASSESS

The CSC will assess the maturity level of an agency’s competencies,

systems, and practices in four HR systems: (1) recruitment, selection, and
placement; (2) learning and development; (3) performance management; and
(4) rewards and recognition.
Based on the assessment, a government agency may be classified according
to four maturity levels:

Transactional HRM – HR assumes personnel function that is mostly separate

from agency/business and talent needs

Process-Defined HRM – There is a set of defined and documented SOPs

established, though it needs improvement. It is characterized by goal-oriented
decision making. There is some automated system but little integration of
data.

Integrated HRM – Uses process metrics for continuous improvement, an HR

management toolkit, and data-driven decision making. HR function supports
agency business needs.

Strategic HRM – HR processes are focused on continually improving process

performance. It is also systematically managed by a combination of process
optimization and continuous improvement. At this level, HR helps to drive
agency business decision on people, data, and insight. HR strategy is already
part of the agency strategy.

ASSIST

The CSC provides customized technical assistance and developmental

interventions according to the determined needs of the agency.

AWARD

Agencies may vie for special rewards and citations for HR excellence.

The four (4) core HRM Systems consists of: (1) recruitment, selection, and
placement; (2) learning and development; (3) performance management; and,
(4) rewards and recognition

RECRUITMENT, SELECTION AND PLACEMENT

In its pursuit to adhere to the policy of any organization to strictly adhere to

the principles of merit, competence, fitness, and equality, and to the Civil
Service Commission's application of equal employment opportunity, an
organization, under the close supervision and management of its Human
Resource Management Office, Personnel Unit, and the Human Resource
Merit Promotion and Selection Board, presents the Recruitment Selection and
Placement (RSP) procedure and guidelines.

This section shall give its Human Resources and all those who shall take
interest to serve the organization, a clearer understanding of the RSP
processes and procedures, the essential and required documents to present
in order to qualify for employment, reclassification, reappointment,
reemployment, promotion and other personnel actions and opportunities.

Recruitment – Meaning

The process of finding and hiring the best-qualified candidate (from within or
outside of an organization) for a job opening, in a timely
and cost effective manner. The recruitment process includes analyzing
the requirements of a job, attracting employees to that job, screening and
selecting applicants, hiring, and integrating the new employee to the
organization

Selection – Meaning

Selection is the process of picking up individuals (out of the pool of job

applicants) with requisite qualifications and competence to fill jobs in the
organization.
According to dale yoder, “selection is the process in which candidates for
employment are divided into two classes those who are to be offered
employment and those who are not. Selection means a process by which
qualified personnel may be chosen from the applicants offering their services
to the organization for employment.”

Placement- Meaning

Placement is a process of assigning a specific job to each of the selected

candidates. It involves assigning a specific rank and responsibility to an
individual. It implies matching the requirements of a job with the qualifications
of the candidate.

Placement basically refers to the system of assessment and selection by

which vacancies are filled by staff serving in an organization. Placement can
also be defined as the internal filling of vacancies as distinguished from
external recruitment. Placement is a process of assigning a specific job to
each of the selected candidates. It involves assigning a specific rank and
responsibility to an individual. It implies matching the requirements of a job
with the qualifications of the candidate.

Learning and development

Learning and development (L&D) is a function within an organization that is

responsible for empowering employees’ growth and developing their
knowledge, skills, and capabilities to drive better business performance. The
function may be organized centrally, either independently or sitting under
human resources (HR); decentralized throughout different business units; or
be a hybrid (sometimes referred to as federated) structure.
The term, learning and development, encompasses any professional
development a business provides to its employees. It is considered to be a
core area of human resources management, and may sometimes be referred
to as training and development, learning and performance, or talent
development (TD). Onboarding and new hire programs, career development,
ongoing training, corporate universities, leadership development programs,
skills training, talent strategy and management, and required courses such as
compliance training, are all initiatives a learning and development team or
department might provide

Performance Management

As we start our quest to provide our agency’s institutionally sustained

development goals both individually and as a whole, it is important to ensure
institutional effectiveness by considering the duties and responsibilities of all
personnel both in the Division and in the school levels as it links to the
Program to Institutionalize Meritocracy and Excellence in Human Resource
Management (PRIME-HRM) pillars which assist in developing the human
resource management competencies, systems, and practices towards
excellence.

Program Management System (PMS) is a mechanism that ensures that the

employee achieves the objectives set by the organization and the
organization, on the other hand, achieves the objectives that it has set in its
strategic plan. PMS is the heart of the human resource system because
information produced from it is useful in human resource planning,
management and decision making processes.

Rewards and Recognition

An organization general objective is to encourage, recognize and reward

employees, individually or in groups, for their suggestions, innovative ideas,
inventions, discoveries, superior accomplishments, heroic deeds, exemplary
behavior, extraordinary acts or services in the public interest and other
personal efforts which contribute to the efficiency, economy and improvement
in government operations, which lead to organizational productivity. The
organization, in making any Human Resource decision or any related decision
shall ensure that no person is discriminated against, nor any person is unduly
favored on account of their sex and gender, age, civil status, physical
characteristics and attributes, religion, belief, creed, race, family background,
political affiliation, socio-economic standing and other attributes that violates
the principles of equality, equity and fairness.