The document provides an overview of performance management systems used in the Philippines civil service, beginning with the Performance Rating System introduced in 1963 and progressing through subsequent reforms up to the current Strategic Performance Management System (SPMS) established in 2011. It describes the purpose and components of the SPMS, including its measures, rating system, process cycle, and tools like the Office and Individual Performance Commitment and Review forms. The SPMS aims to clearly link employee, organization, and national goals to enhance performance orientation and accountability across the civil service.

1. Reviewing Performance Results,
Outputs and Outcomes
HARRY T. LEGO
PUP-DOE MPA, MPA 614 DECISION MAKING
POLYTECHNIC UNIVERSITY OF THE PHILIPPINES

2. Decision
Making
Reviewing
Performance Results,
Outputs and Outcomes

3. Topic Outline
1 Introduction and Definition
2 History of Performance Management
3 Strategic Performance Management System
4 SPMS: Measures and Rating System
5 SPMS: PMS Cycle, Cascading Approach,
And OPCR/IPC

4. Topic Outline
6 SPMS: Uses, Sanctions, Appeals, etc.
7 Quotable Quote
8 References
9 End

5. Introduction
Reviewing
Performance
Results
Outputs, and
Outcome
Source: PH CSC
Performance
Management
System

6. Source: Alexandre, Gerard CSC

7. History of
Performance
Management

8. History of Performance Management
1963 1978 1989 2005 2011
PERFORMANCE
RATING SYSTEM
NEW
PERFORMANCE
APPRAISAL
SYSTEM
PERFORMANCE
EVALUATION
SYSTEM (PES)
PERFORMANCE
MANAGEMENT SYSTEM -
OFFICE PERFORMANCE
EVALUATION SYSTEM
(PMS-OPES)
STRATEGIC
PERFORMANCE
MANAGEMENT
SYSTEM
Source: Esleta, 2014 (CSC Director)

9. History of Performance Management
This system aims to improve individual
employee performance, strengthen
supervisor-employee relations, apply
personnel policies, and develop a standard of
satisfactory performance.
This was also characterized by an input-
oriented approach, measuring the abilities
and attitudes of supervisors and non-
supervisors at the workplace.
Since this system relied more on the
assessment made by supervisors, ratings of
employees were often based on supervisors’
general impressions.
PERFORMANCE RATING
SYSTEM (1963 – 1977)
Source: Esleta, 2014 (CSC Director)

10. History of Performance Management
It aimed to improve employee performance,
develop personnel for higher positions, and
provide opportunity for self-appraisal.
Though it does not deviate drastically from
the old system, the New Performance
Appraisal System or NPAS used the output-
oriented approach and paid more attention to
the quality and quantity of work plus the turn-
around time.
The system was also more flexible in that
employees had access to every process of
the appraisal and were allowed to compute
their own ratings.
NEW PERFORMANCE APPRAISAL
SYSTEM (1978 – 1988)
Source: Esleta, 2014 (CSC Director)

11. History of Performance Management
The Performance Evaluation System or PES,
which gave relative freedom to government
agencies to craft their own evaluation
measures following HR principles.
A substantial percentage of ratings were
given to subordinates, so that ratings should
not be solely based on supervisors’
prerogative. This allowed a more democratic
process of negotiations and dialogue
between supervisor and subordinate.
However, the PES was individual-centered
and did not really provide a link between
individual performance and organizational
performance.
PERFORMANCE EVALUATION
SYSTEM (PES) (1989 – 2004)
Source: Esleta, 2014 (CSC Director)

12. History of Performance Management
This system aimed to align individual performance
to organizational goals, and organizational goals to
national goals, as set in the Medium-Term
Philippine Development Plan, Organizational
Performance Indicator Framework (OPIF), and
Major Final Output (MFO). The PMS-OPES
promoted an objective approach, setting 1 OPES
point to every one (1) work hour as the standard
unit of measure. The concept was “what gets
measured gets done”.
Calibrating and computing points became a tedious
process. The new system also promoted an activity-
oriented mindset because tangible outputs that
acquired greater points were what mattered the
most.
The points system approach, while effective in
drawing up objective measures, was not widely
implemented.
PERFORMANCE MANAGEMENT
SYSTEM - OFFICE PERFORMANCE
EVALUATION SYSTEM (2005-2010)
Source: Esleta, 2014 (CSC Director)

13. History of Performance Management
The SPMS clearly links employee
performance with organizational performance
to really enhance the performance orientation
of the compensation system.
Employees in an organization have to see
that they have common goals and are
working towards the same direction. Each
employee has a role to play and specific
assignments that will contribute to the
achievement of goals and targets.
Employees may also expect to receive
incentives based on a very objective
performance management system.
SPMS drew up clear targets and
demonstrated the link between individuals,
organizations, and national development.
STRATEGIC PERFORMANCE
MANAGEMENT SYSTEM
(2011 – Present)
Source: Esleta, 2014 (CSC Director)

14. Strategic
Performance
Management
System

15. Source: Alexandre, Gerard CSC

16. Source: Alexandre, Gerard CSC

19. Source: Alexandre, Gerard CSC

20. Purpose of PMS: To have a

21. Source: Alexandre, Gerard CSC

24. SPMS: PMS Cycle,
Cascading Approach,
And OPCR/IPCR

25. Source: Alexandre, Gerard CSC

27. Source: Alexandre, Gerard CSC

29. Source: Alexandre, Gerard CSC

32. Sample OPCR

33. Sample IPCR

34. Process Flow of OPCR/IPCR in DOE

35. Composition of PMT in DOE

36. SPMS:
Measures and
Rating System

37. Source: Alexandre, Gerard CSC

41. Source: Alexandre, Gerard CSC

48. SPMS:
Uses, Sanctions,
Appeals, etc.

49. Source: Alexandre, Gerard CSC

55. End of
Report Topics

56. Quotable Quote
“You are not here merely to make a living.
You are here in order to enable the world
to live more amply, with greater vision,
with a finer spirit of hope and
achievement.
You are here to enrich the world, and you
impoverish yourself if you forget the errand.”
Woodrow Wilson

57. References
Esleta, Azuzena. (2014). Performance Management Update: Harmonizing
SPMS and RBPMS. http://www.csc.gov.ph/speech/281-performance-
management-update-harmonizing-spms-and-rbpms.html
Alexandre, Gerard. (n.d.). Civil Service Commission – Strategic Performance
Management System [PowerPoint slides].
https://www.slideserve.com/gerard/civil-service-commission-strategic-
performance-management-system
Department of Energy. (2017). Department Order No. DO2017-02-0001.
Department of Energy. (2020). SPSM – OPCR/IPCR.

58. Thank you!
Keep safe always.