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1. GTI - Mombasa Senior Management CoursesIntroduction to
Performance Management Framework in Public Service Gabriel Lubale
Phone: 0726 934441
2. Objectives To explain the concept of performance management
framework in the public service. To discuss the challenges facing
implementation of PMF in the Public Service. To highlight the
achievements / Milestones of PMF.2 Copyright 2012
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3. THEORETIC FRAMEWORK FORPERFORMANCE MANAGEMENT
4. ManagementPlanning, Organizing, Staffing, Directing,
Controlling, Re-engineering and Budgeting (POSDCORB) Human Resource
Management Human Resource Information Systems (HRIS), Recruitment
and selection, Training and Development, Performance management,
Succession Management, Human Resource Planning, Employee Relations,
Employee Communication and Counseling, Compensation and Benefits
Performance Management Economic Policies Result - Based Management
Copyright 2012 www.gabriellubale.com Performance Contracting, Rapid
4 Results Initiative and PAS
5. THEORETIC FRAMEWORK FOR PERFORMANCE MANAGEMENT Definition -
Performance This is when an employee accomplishes duties and
produces an outcome a specified job or activity or task during a
specific time.5 Copyright 2012 www.gabriellubale.com
6. THEORETIC FRAMEWORK FOR PERFORMANCE MANAGEMENT CONTD
Definition Performance Management This is the total system of
gathering information on performance, Reviewing/evaluating
performance against the set standards, providing feedback to the
individual employees, Storing information to improve institutional
effectiveness.6 Copyright 2012 www.gabriellubale.com
7. THEORETIC FRAMEWORK FOR PERFORMANCE MANAGEMENT CONTD To
Introduce and manage a systematic process for improving
organizational performance by developing the performance of
individuals and teams.7 Copyright 2012 www.gabriellubale.com
8. THEORETIC FRAMEWORK FOR PERFORMANCE MANAGEMENT CONTD
Purposes of Performance Management 1.Obtain better results from the
organization, teams and individuals by understanding and managing
performance within an agreed framework of planned goals, standards
and competency requirements. 2.Establish shared understanding of
what is to be achieved. Manage and develop people in a way that
ensures that it will be achieved. 3.Align individual objectives to
organizational objectives and ensure that individuals uphold
corporate core values. 4.Act as a lever for change.8 Copyright 2012
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9. Characteristics of Performance Management9 Copyright 2012
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10. The Incidence and the Features in Performance Management
Performance review Objective setting Performance Management covers
all jobs Personal development plans Performance improvement plans
Performance Management in place for more than 5 years 360-degree
feedback Competence Values Real-time reporting10 Copyright 2012
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11. The Key Questions for Performance Management 1. What do we
mean by performance? 2. How can we identify good or poor
performance? 3. How can we establish the cause of good or poor
performance? 4. How can we motivate people to perform well? 5. How
do we deal with underperformers? 6. How can we do all this fairly
and consistently? 7. How do we achieve commitment from all the
stakeholders?11 Copyright 2012 www.gabriellubale.com
16. APPLICATION FRAMEWORK FOR PERFORMANCE MANAGEMENT Definition
Performance Management The Public Service Commission of Kenya
(PSC-K) in 2006 publication - Human Resource Audit Manual. (PSC-K)
lists Performance management (PM) including Performance appraisal
as a function of HRM. The other functions of HRM are Human Resource
Information Systems (HRIS), Recruitment and selection, Training and
development, Succession management, Harmonizing skills and
functions, Human resource planning, Employee relations, Employee
communication and counseling, Salary administration Management of
change Compensation and benefits.16 Copyright 2012
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17. APPLICATION FRAMEWORK FOR PERFORMANCE MANAGEMENT
Performance Management: Economic policies and Implementation
methodologies Performance Management in the Public Service is
anchored in the National Economic Blue Prints. The current is Kenya
Vision 2030 and the proceeding was known as Economic Recovery
Strategy (ERS) for Wealth creation and Employment. ERS was
implemented from 2003 to 2007. In 2002 General Elections President
Mwai Kibaki vied on National Rainbow Coalition (NARC) and was
elected for a term of five years, which brought to an end the
supremacy of the KANU, after being in power for 40 years without
any interruption. Kenya Vision 2030 is implemented in17 Copyright
2012 www.gabriellubale.com 5-years phases. We are in first phase
2008-2012.
18. APPLICATION FRAMEWORK FOR PERFORMANCE MANAGEMENT
Result-Based Management Result-Based Management (RBM) is the
foundation of Performance management in the public service. RBM is
defined as a participatory team based approach designed to achieve
defined results by improving programme and management efficiency,
effectiveness, accountability and transparency. (RBM Guide, Kenya
2005).18 Copyright 2012 www.gabriellubale.com
19. APPLICATION FRAMEWORK FOR PERFORMANCE MANAGEMENT The RBM
policy framework in Kenya is based on principles derived from
benchmarking with the Canadian and Swedish RBM models. Canadian
International Development Agency (CIDA). CIDA defined RBM as design
to improve management effectiveness and accountability by involving
key stakeholders in refining realistic expected results, assessing
and monitoring progress towards achievement of expected results,
integrating lessons learned into management decisions and reporting
on performance. (CIDA 1996).19 Copyright 2012
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20. APPLICATION FRAMEWORK FOR PERFORMANCE MANAGEMENT The three
Levels of Results for are Outputs (Deliverables), Outcomes
(Effects) and Impact. These presented as a result chain.20
Copyright 2012 www.gabriellubale.com
21. APPLICATION FRAMEWORK FOR PERFORMANCE MANAGEMENT
Result-Based Management: implementation methodologies RRI, P.C. and
PAS Rapid Results Initiative (RRI), Performance Contracting (P.C.)
and Performance Appraisal System (PAS) provide a structured
methodology for building and practicing Results Based Management
(RBM). This methodology was required for successful implementation
of the Economic Recovery Strategy for Wealth Creation and
Employment (ERS) by the Public Service. It is also required now us
we implement the Kenya Vision 2030.21 Copyright 2012
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22. APPLICATION FRAMEWORK FOR PERFORMANCE MANAGEMENT
Result-Based Management: implementation methodologies RRI, P.C. and
PAS RRI or Rapid Results Approach (RRA) is a results-focused
learning process aimed at jump-starting major change efforts and
enhancing implementation capacity. RRI tackles large-scale medium
and long term change efforts through a series of small- scale,
results-producing and momentum-building initiatives. It the power
behind the approach is that stimulates group adrenalin which is
vital in overcoming inertia in 100 days! Performance Contracting is
a management tool for ensuring accountability for results by public
officials, because it measures the extent to which targeted results
are achieved. After 12 months since the Public official signed the
negotiated agreement.22 Copyright 2012 www.gabriellubale.com
23. Achievements / key milestones after Implementation of
Performance Management
26. Achievements / key milestones 1. Gained Political support
from the highest offices. 2. released Sector Performance Standards
and benchmarked against Key Results Areas for the various sectors
of the economy. It includes expected outcomes, performance levels,
bases for strategic plans development. 3. Engaged in driving
achievement of flagship Kenya Vision 2030 projects e.g. Konza ICT
City, the Lamu Port and Transport Corridor. 4. rolled out an
Information, Education and Communication (IEC) Strategy e.g.
Service Charter. 5. integrated the work of the Performance
Contracting Department with that of the Commission on
Administrative Justice and the Ethics and Anti - Corruption
Commission for the purpose of enhancing service delivery e.g.
Judiciary Week etc.26 Copyright 2012 www.gabriellubale.com
27. Achievements / key milestones contd 6. On the verge to
bring on board the remaining arms the Government (Judiciary and
Parliament). 7. Simplified and made more user friendly the
performance evaluation methodology. The evaluation methodology has
progressed to an extent that it is almost wholly web-based. Public
institutions are now able to access the automated processing IT
platform and carry out in- house evaluation .27 Copyright 2012
www.gabriellubale.com 8. kept pace with global developments in
28. Achievements / key milestones contd 9. Kenya is the leader
of Performance contracting system. This is management
accountability framework that has been tested and recognized in
Africa. Tanzania, Uganda, Sierra Leone, and Nigeria seeking
assisted to follow us. 10. Kenya is lead champion in the
implementation of a Performance Management, Monitoring and
Measurement guide in the Continent under the auspices of the
Conference of Copyright 2012 www.gabriellubale.com28 African
Ministers of Public Service chaired
29. Challenges facing theImplementation of Performance
Management
30. Challenges incidences in FY 2010/111 The two corporations
did not give any credible reasons for failing to yield to
evaluation as is the requirement for all public agencies. 1.
University of Nairobi Enterprise Services. 2. Media Council of
Kenya. The defaulting Local Authorities are: 1. Homa Bay Municipal
Council. 2. Tabaka Town Council. A visit to Tabaka Town Council by
the external evaluators prior to the evaluation exercise
encountered a deserted station, save for a security guard.30
Copyright 2012 www.gabriellubale.com
31. Challenges incidences in FY 2010/111 The following six (6)
State Corporations did not sign Performance Contracts. 1. Kenya
Institute of Supplies Management. 2. Policy Holders Compensation
Fund. 3. Anti-Counterfeit Agency. 4. National Council for Law
Reporting. 5. Witness Protection Agency. 6. Kenya Sisal Board.31
Copyright 2012 www.gabriellubale.com
32. Big Question Is failure to sign performance contract and/or
to submit performance reports for evaluation is a flagrant form of
impunity?32 Copyright 2012 www.gabriellubale.com
33. Challenges i. Lack of sensitization. ii. lack of resources
as well as late release of funds. iii. sabotage by the
Stakeholders. e.g. public banking and investment sectors.33
Copyright 2012 www.gabriellubale.com
34. Challenges contd iv. lack of a well thought-out reward
system for the best performers by the Government. v. To fulfill the
requirements of the constitution, mainly the devolvement of the
system to serve County Governments, and the imminent extension to
the other two arms of the government - the Judiciary and the
Parliament. vi. To expand from the tertiary sector to34 Copyright
2012 www.gabriellubale.com cover all manner of public agencies
in
35. Questions and Comments35 Copyright 2012
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