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  1. 1. <ul><li>FUND ACCOUNT MANAGER’S TRAINING </li></ul><ul><li>HR ISSUES </li></ul><ul><li>PERFORMANCE MANAGEMENT </li></ul><ul><li>By K. A. ODHIAMBO </li></ul><ul><li>DATE: 18 TH May,2009 </li></ul>
  2. 2. OBJECTIVES OF THE SESSION <ul><li>At the end of the session the participants will be expected to explain the meaning of performance contract </li></ul><ul><li>To appreciate how performance contract is implemented within the context of the public service. </li></ul><ul><li>To appreciate the importance of performance appraisal system in implementation of Result Based Management </li></ul><ul><li>It is expected that the participants will be able to prepare a work plan and appraisal report. </li></ul>
  3. 3. PERFORMANCE MANAGEMENT <ul><li>Definition of PERFORMANCE CONTRACT </li></ul><ul><li>A contract may be defined as an agreement between two parties with an intention of establishing legal relation. </li></ul><ul><li>Where there are legal relations, there has to be obligations between the parties. The success the contract will depend on the commitment between the parties involved in a contract. </li></ul><ul><li>In the event the obligations are not met by either party, there has to be explanations/sanctions that has to be understood by the parties concerned. </li></ul><ul><li>There sanctions may include reward or termination of the contract </li></ul>
  4. 4. Performance contact Cont… <ul><li>What is performance contract in the context of the public service? </li></ul><ul><li>In the public sector, the performance contract may be defined as linking the organizational/Divisional/Unit/Section objectives to individuals who are going to perform the various tasks/duties/activities. </li></ul>
  5. 5. Performance Contract Cont… <ul><li>Before one enters into a contract it would be important to understand the following:- </li></ul><ul><li>PART I </li></ul><ul><li>The Vision </li></ul><ul><li>( a statement that clearly states what you want to be.) </li></ul><ul><li>To be the most effective and efficient institution in the delivery and utilization of public resources </li></ul>
  6. 6. Performance contract <ul><li>Mission </li></ul><ul><li>( What you want to do to realize the vision) </li></ul><ul><li>To ensure that a specific proportion of the annual Government revenue is devoted to the constituencies for the purpose of development and in particular the creation of wealth at the grassroots level is spent effectively and in a transparent and accountable manner </li></ul>
  7. 7. <ul><li>Objectives </li></ul><ul><li>Improve training and capacity building of the CDFC </li></ul><ul><li>To ensure the record/ register of assets are kept </li></ul><ul><li>Ensure that funds are committee to approved projects. </li></ul><ul><li>PART II </li></ul><ul><li>Commitment and responsibilities on the officer </li></ul><ul><li>Ensure that the divisional work plan is implemented </li></ul><ul><li>Ensure appropriate work plans are developed </li></ul><ul><li>Ensure performance targets </li></ul><ul><li>Ensure achievements of agreed targets </li></ul>
  8. 8. <ul><li>PART III </li></ul><ul><li>Commitments and obligations of the Section </li></ul><ul><li>To ensure finances are provided as per budgeted provisions </li></ul><ul><li>Facilitate other HR related issues </li></ul><ul><li>PART IV </li></ul><ul><li>Frequency of monitoring and information inflow </li></ul><ul><li>The supervisor submits quarterly and annual performance reports to the Head of department </li></ul><ul><li>PART V </li></ul><ul><li>Duration of the contract </li></ul><ul><li>The performance contact will run from 1st of July 2007 to 30th June, 2008 </li></ul><ul><li>Signed……………………………………. Date……………………………. </li></ul><ul><li>Officer </li></ul>
  9. 9. IMPLEMENTATION OF PERFORMANCE CONTRACT <ul><li>Within the public sector, result based management or performance management has been implemented in the following platforms:- </li></ul><ul><li>Rapid results initiatives </li></ul><ul><li>Performance appraisal system </li></ul>
  10. 10. Performance appraisal system <ul><li>The Performance Appraisal System (PAS) is a critical component of the overall human resource management function in the Public Service. It is predicated upon the principle of work planning, setting of agreed performance targets, feedback and reporting. It is linked to other human resource management systems and processes including staff development, career progression, recruitment, placement, incentives and sanctions. </li></ul><ul><li>The overall objective of the PAS is to manage and improve the performance of the Public Service by enabling a higher level of staff participation and involvement in planning, delivery and evaluation of work performance. </li></ul>
  11. 11. Objectives performance appraisal system <ul><li>Link individual performance with organization performance; </li></ul><ul><li>Enable Supervisors and Appraisees to continuously assess work progress; </li></ul><ul><li>Assess on a timely basis the learning/development needs of staff; </li></ul><ul><li>Promote accountability in the Public Service; </li></ul><ul><li>Promote communication and encourage continuous feedback between Appraise and Supervisor; </li></ul><ul><li>Set the basis on which an officer’s performance is monitored and evaluated as stipulated in the individual work plan; </li></ul><ul><li>Improve the quality of work through better planning, on-going discussions and fair participatory appraisal; and </li></ul><ul><li>Provide information for decision making on administrative and human resource issues such as renewal of contracts, promotions, delegation, training, deployment, reward and sanctions. </li></ul>
  12. 12. PERFORMANCE APPRAISAL PROCESS <ul><li>1.Work Planning Process/Setting of Performance Targets </li></ul><ul><li>a) brief description of performance target based on a Strategic Plan </li></ul><ul><li>b) For each activity show how the success would be determined. </li></ul><ul><li>c) Hold discussion with the supervisor </li></ul><ul><li>2. Staff Competencies and Values Assessment </li></ul><ul><li>Eg. Integrity, Respect for National Diversity/Gender, Patriotism, Risk Management </li></ul><ul><li>Core Competencies,eg Professionalism, </li></ul><ul><li>Technical Competence, </li></ul><ul><li>Team player, </li></ul><ul><li>effective Communication, </li></ul><ul><li>Time Management </li></ul><ul><li>Creativity </li></ul><ul><li>Continuous learning and Performance Improvement </li></ul>
  13. 13. PERFORMANCE APPRAISAL PROCESS Cont… <ul><li>People Management Skills </li></ul><ul><li>Planning and Organizing </li></ul><ul><li>Leadership </li></ul><ul><li>Training and Developing Staff </li></ul><ul><li>Managing Resources </li></ul><ul><li>Accountability </li></ul><ul><li>Judgment and Objectivity </li></ul><ul><li>Managing Performance </li></ul><ul><li>Promoting use of Information Technology </li></ul>
  14. 14. Continuous Appraisal <ul><li>On-going Performance Appraisal </li></ul><ul><li>Mid-Year Performance Review </li></ul><ul><li>End of Year Appraisal </li></ul>
  15. 15. WORK PLAN/REPORT <ul><li>Objectives/Performance Targets </li></ul><ul><li>Activities </li></ul><ul><li>Output </li></ul><ul><li>Achievement </li></ul><ul><li>Outcome (IMPACT) </li></ul><ul><li>Remarks </li></ul>
  16. 16. <ul><li>End of presentation </li></ul>