Suggested Performance Management System for Health Services Academy
Upcoming SlideShare
Loading in...5
×
 

Suggested Performance Management System for Health Services Academy

on

  • 351 views

The Performance Management System at "Health Services Academy, Ministry of Health, Pakistan" was described, analyzed and the improvements were suggested.

The Performance Management System at "Health Services Academy, Ministry of Health, Pakistan" was described, analyzed and the improvements were suggested.

Statistics

Views

Total Views
351
Views on SlideShare
351
Embed Views
0

Actions

Likes
0
Downloads
3
Comments
0

0 Embeds 0

No embeds

Accessibility

Categories

Upload Details

Uploaded via as Microsoft Word

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

Suggested Performance Management System for Health Services Academy Suggested Performance Management System for Health Services Academy Document Transcript

  • 2012Suggested Performance Management System for Health Services Academy
  • GROUP MEMBERS ROLL NO. Dania Khawar 046 Mehwish Rafique 017 Warda Khawar 048COMSATS Institute of Information and Technology, Lahore 2
  • Health Services Academy is an autonomous teaching institution under the Ministry ofHealth, active in teaching and research in the field of public health. Its main emphasisand impetus is on addressing the public health needs of the country. It is striving toachieve the academic excellence in public health and research. One of the mainobjectives of the Health Services Academy is to produce competent, committed andskilled public health professionals who can assist in translation of acquired knowledgeinto sound evidence based policies and practices.Health Services Academy was established in 1988 as an in-service training institutefor public health professionals under the Federal Ministry of Health. In 2000, HSAachieved the status of an autonomous institution after the promulgation of HealthServices Academy autonomy Ordinance. HSA offers the following Post GraduateAcademic Programs to public health professionals:· Masters of Science Public Health - 2 years program - MSPH· Masters of Science Public Health - 3 years program – Ex MSPH· Post graduate diploma in Medical and Entomology and Disease Vector Control.PGD-MED VC. Master of Science in Field Epidemiology· Masters of Science Health Economics and Management – MSHEMHealth Services Academy is in process of getting into agreements with variousinternational universities for exchange of knowledge, expertise, faculty, students,facilities and assistance in development of curriculum for launching for new programs.To date HSA have successfully signed agreements with various universities.Health Services Academy is also in process of getting into agreements with variousGovernmental Organizations and Non Government Organizations (NGOs) at nationaland international level for developing collaborations and seeking assistance in the fieldof Research & Development, Dissemination of Knowledge, Student Support andCapacity Building of public health professionals. COMSATS Institute of Information and Technology, Lahore 2
  • The performance management system of HSA is a good one if it is seen as a whole.But if we look at the components of the whole performance management system,there are some flaws in the components of the PMS.We will look at each component of the performance management system at HSA oneby one:Pre-requisites:HSAs performance Management system is designed in a way that shows that it haskept the prerequisites in mind while designing the PMS. All of the goals andresponsibilities of the employees are set to meet the overall organizational goals.The job descriptions of each job in HSA are developed. This means that the duties,responsibilities and the qualifications required are all defined which helps in setting theperformance goals for each job. There is a thorough understanding of the job and thescope of the job.Performance planningThe performance planning includes identifying the results behaviors and thedevelopmental goals for the upcoming evaluation period.ResultsIn setting the performance goals, there is a slight difference between permanent andcontractual employees. Permanent employees are given the long term targets adcontractual employees may be given the targets for the shorter periods of time.Employees are not given a say in setting their targets. i.e there is no participative goalsetting rather the goals are just allocated to departments and employees. They are noteven told why they are given the target which means that a converging approach isfollowed in HSA. Because of this employees fail to see the bigger picture and focus COMSATS Institute of Information and Technology, Lahore 2
  • on achieving the particular individual objectives. This can result in the reducedmotivation of employees towards the achievement of goals. If the employees areinvolved in setting the goals, they are more committed to achieving those goals.Though the focus is on results, he performance appraisal form focuses mostly on thedesired behaviors. Even though the most desirable appraisal for HSA is behaviororiented, but there must also be some part that focuses on results as the employeesmust also be evaluated on targets assigned.BehaviorThis part of performance planning includes identifying the desirable behaviors forperforming the job in question. HSA identified the desirable behaviors for each job.These behaviors are evaluated in the annual performance appraisals and are taken asthe performance measuring criteria. An important aspect here is that while allocatingthe goals to the employees, they should also be told about the desired behaviorsrelated to each particular target so that the employees feel themselves able to connectthe allocated targets to the desired behaviors.Developmental planAt the start of each evaluation period, the developmental plans for each employee aredeveloped. These plans are developed with the information provided by the appraisalof the previous evaluation period. The developmental targets for the upcoming periodare set and communicated to the employees.Performance executionIn this part of the performance management system, the employee tries to meet theperformance goals. The employee carries out his duties and tries to achive the resultsby displaying the behaviors required. They try their best to display the requiredbehaviors because of the ethicality and social responsibility issues. Ethicality andsocial responsibility is given high weightage because HSA is working in service sector. COMSATS Institute of Information and Technology, Lahore 2
  • Performance assessmentThe performance of the employees of HSA is assessed by their immediate supervisorsand their peers. The employee enters his details in the appraisal form and hand it overto the supervisor. The supervisor then fills in those appraisal forms. After that anappraisal meeting is held with each employee for about 20 minutes. In this meetingeach employee is shown the filled appraisal form and asked if he agrees with theappraiser or not. If he does not, he has to tell why he does not agree with theappraiser. After employee, supervisor adds his comments and the appraisal form goesto the executive director. This is also done in another way. A supervisor calls in theemployee before filling their appraisal form and tells him how he is evaluating him oneach criterion and why and asks if he agrees or disagrees. If the employee disagreeshe tells the reason. And then the criteria maybe rated accordingly.Similarly in the peer review, the colleagues of employees fill in the appraisal forms andgive their comments.One major flaw here is that there is no proper self assessment in HSA. If theemployees asses their performance on regular basis , they know that where thry mightbe lacking or are they moving towards the achievement of goals. This enables theemployees to solicit the feedback and coaching before the end of the evaluation periodthus improving their chances of achieving the goals. Moreover with this selfassessment, the final assessment would not come as a surprise for the employeesthus reducing the chances of their disagreeing with their evaluation.There is no 360 degree assessment. The employee performance is not evaluated byinternal and external customers both. For example, here the suppliers here are donorsand collaborators but they are never included in the organizations performancemanagement system. They do not provide direct or indirect feedback.Another major flaw in the performance management system of HSA is that it evaluatesthe performance of the employees of yearly basis. There is no continuous feedbackprovided to employees on their performance. Whereas, for any good performancemanagement system, it is important to evaluate the employees performance on atleast semiannual or quarterly basis. This yearly appraisal is not a continuous system COMSATS Institute of Information and Technology, Lahore 2
  • of improvement. It is too long a period to be covered and is not suited for serviceorganizations like HSA.The raters in HSA i.e. the supervisors and employees are not given the proper trainingwhich causes the bias to be introduced in the evaluation process. Moreover theemployees and supervisor might be evaluating the criteria of which they do not havesufficient knowledge. This information when used for administrative and developmentpurpose would not just be inaccurate but also misleading.Performance reviewThe annual appraisals of the employees are discussed with them in the appraisalmeetings and the development needs and plans are also discussed. Employees alsogive their feedback about the appraisals and their own performance. This helps in theemployees acceptance of their appraisal and more confidence in the performancemanagement system.Performance renewal and re contractingOn the basis of performance appraisal, the employees contracts are renewed if theyare achieving the assigned targets. They are given the training if the performance islow because of factors under employees control. If the employee is unable to achievethe performance targets because of the factors beyond his control, the goals arerevised and more realistic and attainable targets are given to employees.Distributive and procedural justiceIn the performance management system of HSA employees do believe there isdistributive justice as their performance appraisal is discussed with them and then ifthey get increment or demotion, they know that it is on the basis of that evaluation.Like if the two employees receive similar evaluation they get the same increment. Butthis is applicable in the case of the contractual employees not the permanentemployees. This is because the permanent employees are the Government COMSATS Institute of Information and Technology, Lahore 2
  • employees and their pay decision depend more on the rates announced and set by theGovernment instead of the information provided by the performance appraisals.Similarly employees do believe that there is procedural justice that is that theemployees believe in the fairness of the procedures that are used to measureperformance and the system for linking the rewards to employees performance.Administrative decisions:We know that the performance management system is related to the administrativedecisions taken by any organization. Here is how the performance managementsystem at Health Services Academy affects the different administrative decisionstaken here.The performance appraisal here may be used for the incentives of the employees.There is some distinction here with regard to permanent and contractual employees. Ifthe contractual employees receive a favorable evaluation for an evaluation period ,they may get a bonus pay. The pay raise in contractual employees salary is givenafter comparing it to the prevalent salary in the market. But the contractual employeescannot be promoted to any place of higher designation. Other incentives maybe givento employees.In the case of permanent employees, appraisals have very little effect onadministrative decisions like pay raise and promotion. They may be given any kind ofincentive or appreciation but their promotion is dependent on the test that they have topass to be promoted to higher grade. Their pay is never raised higher than the paylevel of that grade set by government. COMSATS Institute of Information and Technology, Lahore 2
  • The jobs in HSA are divided in three broad categories which are as followsAdministrative staffFaculty membersResearch and DevelopmentPre-requisites:The prerequisites for designing any performance management system are theKnowledge of the organizations strategic goals and missionThe team that developed the performance managementsystem of HSA has the thorough understanding of theorganizations strategic goals and mission and they havedesigned the system in a way that reinforces the behaviorsrequired for the successful accomplishment of those goalsand mission rather than working against it. Following are the mission, vision and goalsstatement of HSA that are clearly stated and known to every employee working inHSA. COMSATS Institute of Information and Technology, Lahore 2
  • Mission and VisionHealth Services Academy prides itself on its insistence on high standards for research,academics, and policy-making. The following statements outline the mission and visionof the institution.Mission StatementAs an institution of higher learning, the Health Services Academy provides teaching,research, and service programmes that prepare students to address the public healthneeds of Pakistan and the surrounding region in a setting that values and developsacademic excellence in teaching and research, academic freedom, leadership andservice to society.Vision StatementHealth Services Academy aspires to become a regional academic centre of excellencein public health training, policy formulation and Ongoing Research that is nationallyand internationally accredited.Goal of the AcademyThe goal of the Academy is to improve the health of the population of Pakistan and itssurrounding region by enhancing human resource development and contribution toevidence-based policies and practices.Institutional ObjectivesThe objectives of the institution are to:• Produce competent, committed and skilled public health professionals.• Discover and disseminate new knowledge in the field of public health.• Assist in the translation of the knowledge into sound evidence-based policies and practices. COMSATS Institute of Information and Technology, Lahore 2
  • These objectives will be realized by adhering to institutional values, such as a merit-based system, transparency, and quality, to be implemented through amultidisciplinary team, networking and a sustainable institutional infrastructure.Knowledge of the job in questionFor any job to be performed in the Administrative department, the job description isdeveloped stating the tasks, roles and responsibilities of the employees. Apart fromthis the job specifications are also very clearly defined stating theknowledge, Skills and abilities required to perform that job.The knowledge part of the job specification contains the informationneeded to perform the work. The skills part of Job Specificationcontains the required experience for doing the job effectively. The abilities part statessome of the competencies required for doing the job e.g. good communication skillsetc. There is a very thorough understanding of the job and the scope of the job. All ofthe goals and responsibilities of the employees are set to meet the overallorganizational goals. This means that the duties, responsibilities and the qualificationsrequired are all defined which helps in setting the performance goals for each job.Following are the examples of job roles and functions for some of the administrativeemployees of HSA.Executive Director:Roles and FunctionsBoard and Committee Development and Support• Supports the Board of Governors (hereunder referred to as BoG) by giving advice and giving board members relevant information necessary for decision-makingActs as the Secretary of the BoG• Serves as the interface between the BoG and the staff members. COMSATS Institute of Information and Technology, Lahore 2
  • • Together with the BoG, defines and interprets the Institute’s vision, mission and goals and develops the Academy’s strategic and operational plans, formulates policies and regulations in accordance to these vision, mission and goals.• Chairs the Executive Committee and ensures that it fulfills its functions as specified in the Academic Rules and Regulations.• Nominates members from among the staff of HSA to the Academic Advisory Committee• Chairs and convenes the Board of Studies of HSA• Provides technical and administrative support to the Committee on Appointments and Promotions• ·Fulfils other jobs that might be assigned from time to time.Human Resources Development• Supervises and mentors senior faculty members• Plans and supervises the implementation of training and development programmes for both teaching and administrative staff, thus, maintaining the quality of staff performance.Teaching and Research• Oversees the implementation of the current academic programmes.• Assumes teaching responsibilities• Supervises and advises senior students• In cooperation with the course coordinators, conduct an analysis of the situation pertaining to national and international public health in order to determine possibilities to develop new topics/courses.• Together with the Academic Advisory Committee and with Research Coordinator (HSA staff), develops the Academy’s research agenda• Conducts research as principal investigator or associate investigator• Publishes research results or articles in national or international publications COMSATS Institute of Information and Technology, Lahore 2
  • • Reviews research done by the faculty of HSA and other researchers outside of the Academy• Secure funding from different sources for different academic and research activitiesAdministration• In coordination with the Deputy Director for Administration who is in charge of personnel affairs, develops an overall staff performance review system.• In coordination with the Deputy Director of Finance, develops the Academy’s annual budget for submission and approval of the BoG.• Ensures the implementation of sound and transparent financial practices, book- keeping and accounting.• Prepares and negotiates funding proposals to other donor and funding agenciesConsulting and Networking• Conducts consultancy for and on behalf of the Academy• Represents the Health Services Academy in national and international committees and network and, and thereby, promote the activities of HSA.• Presents papers and delivers lectures, when needed, in international conferences or professional meetings• Cooperates and works with donors and partners of the Academy• Establishes contacts with potential donors and secure joint projects or activitiesDirector’s OfficeRoles and FunctionsRoles: Telephone/Reception Services • Answers, screens, forwards and/or returns phone calls and messages • Manages incoming and outgoing correspondence, including faxes, e-mails, parcels and hand delivered messages on a routine basis COMSATS Institute of Information and Technology, Lahore 2
  • • Ensures guests’ comfort by offering them newspapers, refreshments etc. Secretarial Work and Services • Types letters, faxes for the Executive Director • Establishes and/or updates the index of, and data on, contact addresses, phone/fax numbers, and e-mail-addresses regularly • Logs in/records incoming and outgoing letters, faxes, e-mails on a daily basis • Sorts and distributes incoming mail, faxes and other official documents for mailing and collecting • Establishes and maintains permanent files; files and retrieves documents as requested. • Organizes and takes responsibility for the delivery and collection of Executive Director’s documents/parcels from and to post office, government bodies, embassies, etc. • Organizes reading materials for display as per instructions of the Executive Director.Functions: • Operational Management • Coordination • Collaboration • Assistance • Circulation of office ordersProject ManagerRoles and FunctionsRolesSpecific: COMSATS Institute of Information and Technology, Lahore 2
  • • Coordination for developing Annual Work Plan Activities and reporting on quarter and annual basis. • Coordination and communication with Government, Donors and Stakeholders both at national and an international level. • Boost the utilization of funds by coordination with the concerned quarter. • Coordinating meetings, seminars, conferences and workshops. • To develop TORs to act as a core person in launching other projects. • To coordinate develop a business plan/ criteria for short term/long term trainings to be carried out in HSA.General • Identifying, tracking managing and resolving project issues • Proactively disseminating project information to all stakeholders • Identifying, managing and mitigating project risk • Proactively managing scope to ensure that only what was agreed to is delivered, unless changes are approved through scope management • Defining and collecting metrics to give a sense for how the project is progressing and whether the deliverables produced are acceptable • Managing the overall schedule to ensure work is assigned and completed on time and within budget • Having the discipline and general management skills to make sure that people follow the standard processes and procedures • Establishing leadership skills to get the team to willingly follow your direction. Leadership is about communicating a vision and getting the team to accept it and strive to get there with you. COMSATS Institute of Information and Technology, Lahore 2
  • • Setting reasonable, challenging and clear expectations for people, and holding them accountable for meeting the expectations. This includes providing good performance feedback to team members • Team building skills so that the people work together well, and feel motivated to work hard for the sake of the project and their other team members. The larger your team and the longer the project, the more important it is to have good team-building skills.Functions • Administrative Control • Development of Strategic Goals • Delegation of Work • Financial Management • Performance Management • Policies and Procedures • Quality Control and Operations Management • Risk, Safety and Liabilities • Communication • Coordination • Quality Assurance Reviews • Post Implementation reviews • Reporting • Recording of lessons learned. • Project Data and Project Team EvaluationsFinance ManagerRoles and FunctionsRoles:Budget, Accounting System and Internal Controls o Assists in preparing budgets and expenditure projections COMSATS Institute of Information and Technology, Lahore 2
  • o Prepares and maintains accounts and accounting system as per the Finance and Accounting Manual o Prepares and checks journal entries in the general ledger o Assists in preparing budgets and expenditure projections o Monitors cash balance and balances in Accounts -Receivables Payments, Advance Requests and Petty Cash · Processes all advance requests · Processes invoices and issues payments for expense claims, travel, consultants’ fees Financial Reporting and Audit · Prepares reconciliation statements of bank account · Prepares monthly expense statements · Prepares weekly, monthly, quarterly and annual financial reports reflecting funds received and spent Human Resources · Supervises and mentors staff of the financial unit · Conducts annual performance assessment of subordinatesFunctions: · Implementation of Accounting Policies. · Government and Development Agency Grants and its Management. · Surplus Funds Accounting and its Investment. · Cash Flow / Cash Management. · Receivables of the Academy and its Management. · Procurement Credit Management and its Accounting in line with the Financial Rules. COMSATS Institute of Information and Technology, Lahore 2
  • · Loans and Advances Accounting and its monitoring. · Research and Consultancy Contracts / Proposals and its Accounting. · Financial Reporting and Audit, as required by the Government Financial Agencies and Donors · Budget, Accounting System and Internal Controls · Emoluments, pensions and allowances; and its Accounting. · To supervise and strengthen the Fixed Assets Management System . Develops internal control policies and procedures · Examination of all proposals for the increase or reduction of taxation. · Ways and Means, including levy of taxes, duties, cesses, etc. · Appropriation and re-appropriations. · Booking Keeping of all the Accounts / Entries and its Reconciliations · Delegation of financial powers. · Develops financial policies for implementation in the Academy. • Identifies and manages financial, operational and regulatory risks. • Examination and advice on matters affecting directlyPerformance planningThe performance planning includes identifying the results behaviors and thedevelopmental goals for the upcoming evaluation period. COMSATS Institute of Information and Technology, Lahore 2
  • ResultsIn setting the performance goals, there is a slight difference between permanent andcontractual employees. Permanent employees are given the long term targets adcontractual employees may be given the targets for the shorter periods of time. Asmentioned in the critical analysis of HSAs performance management systememployees are not given a say in setting their goals targets. i.e there is no participativegoal setting rather the goals are just allocated to departments and employees. whatchange HSA should bring here is that it must involve the employees in setting theirperformance goals. If the employees are involved in setting their goals, they are moremotivated and committed to achieving those goals. Along with this, HSA must adoptthe diverging approach i.e. the employees must also be told that how theaccomplishment of their goals will lead towards the accomplishment of their units andconsequently the organizational goals.The key accountabilities can be obtained from the job descriptions of the employees ofHSA. The objectives maybe set and assigned to the employees. But as HSA is aservice organization, the performance planning would include the discussion of resultsbut more focus would be on behaviors. What HSA is doing currently is that it isfocusing only on the behaviors and not on the results at all. So in performanceplanning we suggest that HSA should determine and measure the required behaviorsbut must not deprive the assessment from the discussion of results altogether. In thenew performance management system, there would be a section that focuses onresults as the employees must also be evaluated on targets assigned.For an example of key accountabilities, lets take the example of Job Description ofProject Manager provided above. Some of her key accountabilities would be • Delegation of work • Management of financial resources • Management of human resources • Reporting on the progress of project • Recording the lessons learnt COMSATS Institute of Information and Technology, Lahore 2
  • BehaviorThis part of performance planning includes identifying the desirable behaviors forperforming the job in question. As mentioned in the critical summary the behaviors areevaluated in the annual performance appraisals of HSA and are taken as theperformance measurement criteria. One shortcoming that HSA needs to address hereis that employees do not know that how displaying the behaviors evaluated affect thesuccessful accomplishment of their targets and goals. The new performancemanagement system would establish a clear link between the desired behaviorsand goal accomplishment.Developmental planAs mentioned that at the start of each evaluation period, the developmental plan foreach employee of HSA are developed based on the appraisal of the previousevaluation period. The supervisor identifies the areas where the employeesperformance is substandard and that can be improved with the help of differentdevelopmental activities. Once the weak areas are identified, the supervisor informsthe employees about the areas that need improvement and ask him to suggest anydevelopmental activity that can improve his performance in that particular area. Theemployee can select any of the developmental activities like courses, attending aconference, getting a degree, workshops or temporary assignments. Once there is aconsensus on the areas that need improvement and the resources and strategies toachieve that improvement, a formal developmental plan is developed.One shortcoming in the developmental plan that the new performancemanagement system should address is the timeline for each developmentalactivity. There is no time line provided in the developmental plan (termed as trainingplan) of HSA.Performance executionIn the performance execution component, the employeesof HSA will carry out the tasks assigned and try to reach COMSATS Institute of Information and Technology, Lahore 2
  • the goals established. Again one problem lies in thecurrent component of performance management systemof HSA i.e. the employees do not receive ongoingfeedback on their performance and progress towards theachievement of their goals. It may, at the end, result insupervisor blaming the employee for his substandardperformance whereas he could have controlled it at the right moment by providing theappropriate feedback.The new performance management system would require the supervisors to observethe employees performance on an ongoing basis and keep track of both good andpoor performance. It would require the supervisor to provide feedback to theemployees on the continuous basis and see if the employees have the resourcesneeded to perform the tasks in the most efficient and effective manner.Moreover the goals must be flexible and the supervisor must be able to update theemployees goals in order to align them with the organizational goals, if there isany change in the organizational goal and strategy.In addition to this, the employees will be required to engage in realistic selfappraisal so immediate corrective action can be taken if performance is lacking.Moreover they are required to share their performance data and solicit performancefeedback from their supervisor and peers on an ongoing basis.Performance assessmentThe performance of the employees of HSA is evaluatedby their immediate supervisors and their peers.Referring to the flaw mentioned in the critical summary,the new performance management system would requirethe employees to carry out self assessment and fill thesame appraisal form for themselves that the supervisorand peers would be filling. This would allow theemployees to identify the discrepancies between their COMSATS Institute of Information and Technology, Lahore 2
  • self perceptions and what others think of their performan-ce. Apart from this, through the self assessment, the employees would know how theyare progressing towards the achievement of goals and they can also solicit thecoaching when needed. Moreover with this self assessment, the final assessmentwould not come as a surprise for the employees thus reducing the chances of theirdefending and disagreeing with their evaluation.Being the members of a service organization, HSA employees have to deal with manystakeholders for different purposes. Such an organization should also use a 360degree assessment of employees. But this should be used for the developmentalpurpose only if the organization wants to receive the accurate evaluation. The newperformance management system would contain sections to be filled by thesubordinates and major donors of HSA. For example, the appraisal form of the ProjectManager would contain the sections to be filled by his subordinates and a section tobe filled by the USAID representative. This 360 degree assessment would not onlyhelp develop the employees but also tell the employee about the expectations of allthe key stakeholders thus improving the chances of the employee to meet thoseexpectations.Addressing the problem of annual appraisal mentioned in the critical summary, thenew performance management system would not include only the annual appraisalsrather it would be replaced with the semiannual performance assessments. This wouldhelp reduce the time difference between the performance of task and receiving thefeedback. Moreover the time lag between a mistake and its remedy would also bereduced. Setting semiannual goals would also help in more manageable goals as theywould consider the situational and environmental changes/factors better.The new performance management system would also require the raters, be itsupervisors or peers, to receive the rater error training before they would actually ratethe performance. This would prevent the bias to be introduced in the evaluationprocess. These training efforts would focus more on the frame of reference training ascompared to the behavioral observation training.The new performance management system would require the raters to rate employeesonly on those dimensions of which they have sufficient knowledge. For example, COMSATS Institute of Information and Technology, Lahore 2
  • external customers and stakeholders cannot rate the employee on his internalperformance; similarly the internal employees cannot comment or rate the employeeon his interaction with the external parties.Performance reviewPerformance review part of the new performance management system of HSA wouldinclude three appraisal meetings per review period. The firstmeeting would be conducted for the purpose of setting theperformance targets and formulating the developmental planfor the upcoming review period. The developmental goals will be set mutually by theemployee and his supervisor and the developmental activitiesto be undertaken by the employees will be agreed upon byboth the supervisors and the employees.The next two meetings will be conducted at the end of the performance evaluationperiod with a gap of a day or two. The first meeting would be self appraisal meeting inwhich the employee would comment on his own performance and on how well he hasachieved the performance goals without any comments from the supervisor. This willalso help the supervisor in understanding if there are any contextual factors affectingthe employees performance adversely.The classical review meeting would let the supervisor give his comments andfeedback about the employees performance and discuss the performance issues thatthe employee might be facing. This review meeting will focus on the past and present.For example, what goals were assigned to the employees, what is the level ofprogress on those goals and what if any resources are needed to help employeeachieve the performance goals. As far as discussion about the future is concerned, itwill be carried out in the meeting described before i.e. for setting targets anddevelopmental goals. These meetings would help in the employees acceptance oftheir appraisal and more confidence in the performance management system. COMSATS Institute of Information and Technology, Lahore 2
  • Performance renewal and re contractingIn the performance renewal and re contracting component ofthe new performance management system, the practices wouldremain almost the same as mentioned in the critical summary.On the basis of performance appraisal, the employees contracts would be renewed ifthey are achieving the assigned targets. They would be given the training if theperformance is low because of factors under employees control. If the employee isunable to achieve the performance targets because of the factors beyond his control,the goals would be revised and more realistic and attainable targets would be given toemployees.Distributive and procedural justiceAs mentioned in the critical summary, the employees of HSAbelieve that there is a distributive and procedural justice in theperformance management system of Health Services Academy.The new performance management system would reinforce the employeesconception of the system as fair and unbiased.To provide procedural justice, the new performance management would make surethat it follows the procedures, to measure performance and the system for linking therewards to employees performance, that are perceived as fair by the employees.The appraisal meetings and the discussion of the employee performance with theemployees would provide the distributive justice as the employees would be able tosee how much effort they have put in, how the supervisors have rated it and what theyare getting in return for their performance.Administrative decisionsThe new performance management system at Health ServicesAcademy would affect the different administrative decisionstaken here. COMSATS Institute of Information and Technology, Lahore 2
  • The performance appraisal would be used for the incentives ofthe employees. In the case of contractual employees, differentrewards would be given to them. If they receive a favorableevaluation for an evaluation period, they may get a bonus paydepending on the decisions of the organizations hiring them e.g. Project Manager ishired by USAID so if it decides (based on the evaluation) that he should receive abonus, then he will receive the bonus. The pay raise would also be given dependingon the evaluation of the employee and his competence. Contractual employees wouldnot be promoted based on the evaluation as they are on a contract for a limited timeperiod.In the case of permanent employees, they would be given some incentive orappreciation but their promotion would be dependent (as mentioned in the criticalsummary) on the test that they would have to pass to be promoted to higher grade.Communication planThe new performance management system of Health Services Academy will be usedfor the development of employees that will help in the effectiveachievement of the overall organizational goals. The new performancemanagement system will support the organizational goals andobjectives by giving the employees what they need to reach the goals.So we can say the new performance management system fits into ourgoals and objectives, like for example, one of the objective of HSAis to "Produce competent, committed and skilled public health professionals". Byidentifying the developmental need as well as strengths of the employees, and byproviding the training and other developmental opportunities, HSA helps its employeesin becoming competent, committed and skilled professionals.The new performance management system will help the HSA employees in beingmore effective in whatever they do and to exceed their competencies as comparedwith the people in the same line of business.The new performance management system of HSA will be a lot simpler than the oneused previously as the new performance appraisal form can be generalized and used COMSATS Institute of Information and Technology, Lahore 2
  • to rate the employees of all the three categories instead of any particular one. This willhelp in the cross comparison of the employees. The review period will know be sixmonths instead of the yearly reviews. It will contain three meeting per review period.The first meeting would be conducted for the purpose of setting the performancetargets and formulating the developmental plan for the upcoming review period. Thedevelopmental goals will be set mutually by the employee and his supervisor and thedevelopmental activities to be undertaken by the employees will be agreed upon byboth the supervisors and the employees.The next two meetings will be conducted at the end of the performance evaluationperiod with a gap of a day or two. The first meeting would be self appraisal meeting inwhich the employee would comment on his own performance and on how well he hasachieved the performance goals without any comments from the supervisor. This willalso help the supervisor in understanding if there areany contextual factors affecting the employeesperformance adversely.The decisions regarding the rewards, which includes incentives and bonus pay, will bemade on the basis of the information provided by the appraisal forms. The decisionsabout the rewards will be taken at the end of each fiscal year i.e. after two evaluationperiods, and will depend on the average of the two evaluation scores.The new performance management system requires the supervisors to observe theirsubordinates performance on an ongoing basis and provide the continuous feedback.The supervisors are also required to keep record of the incidents of the good andsubstandard performance of the employees. Moreover the new performancemanagement system will also require the peers in the same and other departments, toobserve the performances of their peers and rate them. Each and every employee isexpected to start the required practices from the beginning of the next review periodi.e. from January 1st, 2011.The new performance management system will have a direct link with other initiativessuch as training, workshops, courses etc. This is because the results of theperformance appraisal form will determine whether an employee needs any COMSATS Institute of Information and Technology, Lahore 2
  • developmental activity, If yes, then which one, so that the organizational goals can beachieved in an effective manner.Appeals processThe new performance management system will includean appeals process which will help in gaining theemployees acceptance for the new system. In the appealprocess, the employee will be able to question thejudgmental issues mainly and not the administrative ones.This is because the salary range of the governmentemployees depends more on their grades and whether HSA will be providing any kindof bonus or incentives is upon HSAs discretion and the availability of funds.If an appeal is filed, the senior team responsible for the effective implementation of theperformance management system will serve s a mediator between the employee andthe rater. The viewpoint of both will be gathered and analyzed. As a result, either theemployee will be explained the ground on which such rating is provided or thesupervisor will be asked to rate the employee fairly. If the disagreement persists, thenthe appeal will be taken to the Executive Director of the Health Services Academy whowould use the votes of the senior management team and his judgment to give a final afinal and binding word. The appeals process will try its level best to provide justice tothe employees and resolve the differences at the initial stages so that the employeesperceive the system as fair. COMSATS Institute of Information and Technology, Lahore 2
  • developmental activity, If yes, then which one, so that the organizational goals can beachieved in an effective manner.Appeals processThe new performance management system will includean appeals process which will help in gaining theemployees acceptance for the new system. In the appealprocess, the employee will be able to question thejudgmental issues mainly and not the administrative ones.This is because the salary range of the governmentemployees depends more on their grades and whether HSA will be providing any kindof bonus or incentives is upon HSAs discretion and the availability of funds.If an appeal is filed, the senior team responsible for the effective implementation of theperformance management system will serve s a mediator between the employee andthe rater. The viewpoint of both will be gathered and analyzed. As a result, either theemployee will be explained the ground on which such rating is provided or thesupervisor will be asked to rate the employee fairly. If the disagreement persists, thenthe appeal will be taken to the Executive Director of the Health Services Academy whowould use the votes of the senior management team and his judgment to give a final afinal and binding word. The appeals process will try its level best to provide justice tothe employees and resolve the differences at the initial stages so that the employeesperceive the system as fair. COMSATS Institute of Information and Technology, Lahore 2
  • developmental activity, If yes, then which one, so that the organizational goals can beachieved in an effective manner.Appeals processThe new performance management system will includean appeals process which will help in gaining theemployees acceptance for the new system. In the appealprocess, the employee will be able to question thejudgmental issues mainly and not the administrative ones.This is because the salary range of the governmentemployees depends more on their grades and whether HSA will be providing any kindof bonus or incentives is upon HSAs discretion and the availability of funds.If an appeal is filed, the senior team responsible for the effective implementation of theperformance management system will serve s a mediator between the employee andthe rater. The viewpoint of both will be gathered and analyzed. As a result, either theemployee will be explained the ground on which such rating is provided or thesupervisor will be asked to rate the employee fairly. If the disagreement persists, thenthe appeal will be taken to the Executive Director of the Health Services Academy whowould use the votes of the senior management team and his judgment to give a final afinal and binding word. The appeals process will try its level best to provide justice tothe employees and resolve the differences at the initial stages so that the employeesperceive the system as fair. COMSATS Institute of Information and Technology, Lahore 2