Establishing an integrated performance management system : development of the department performance appraisal system (DPAS) / Jeshryl D. Aranzaso.
Description: 112 leaves : illustrationsSubject(s): Dissertation note: Public Management Development Program. Middle Managers' Class. Thesis (MMC)--Development Academy of the Philippines. Summary: This ReP aims to increase awareness and ownership by employees of the Bank's mission, vision and mandate and expand the use of the Performance Management System (PMS) as a developmental tool, In line with the Bank's strategic objective and updating its existing PMS with the end in mind of a balanced portfolio and efficient operations, this ReP attempted to develop a tool to be used to measure, monitor and record performance of all departments of the bank which then can be the basis of interventions such as policy enhancement and proposals, training and development needs assessment of a department and succession, planning among others. This tool, the Department of Performance Appraisal System (DPAS), shall complement the refinements which are simultaneously being done to the existing individual Performance Appraisal System towards an Integrated PMS. Highly consultative, collaborative and participative, the project was implemented through a series of discussions with the stakeholders via roundtable sessions attended by the PMS Focal Persons representing their respective Bank departments. As a result, agreements were reached as to what grouping is appropriate to use in the DPAS guidelines, what specific rating scheme or criteria to be considered, and how the ranking system will be applied. Guidelines were drafted and will be refined and presented to the process owners, pilot-tested and evaluated before the institutionalization. Once institutionalized, it is expected to encourage teamwork within a department, increase productivity and motivated higher quality of performance by the Bank's officers and employees.Item type | Current library | Call number | Status | Barcode | |
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THESIS | MAIN | HG 1615 A73 2013 (Browse shelf(Opens below)) | Available | TD00790 |
Aranzaso, J. D. (2013). Establishing an integrated performance management system: Development of the department performance appraisal system (DPAS) (Unpublished master's thesis). Public Management Development Program, Development Academy of the Philippines.
Public Management Development Program. Middle Managers' Class. Thesis (MMC)--Development Academy of the Philippines.
This ReP aims to increase awareness and ownership by employees of the Bank's mission, vision and mandate and expand the use of the Performance Management System (PMS) as a developmental tool, In line with the Bank's strategic objective and updating its existing PMS with the end in mind of a balanced portfolio and efficient operations, this ReP attempted to develop a tool to be used to measure, monitor and record performance of all departments of the bank which then can be the basis of interventions such as policy enhancement and proposals, training and development needs assessment of a department and succession, planning among others. This tool, the Department of Performance Appraisal System (DPAS), shall complement the refinements which are simultaneously being done to the existing individual Performance Appraisal System towards an Integrated PMS. Highly consultative, collaborative and participative, the project was implemented through a series of discussions with the stakeholders via roundtable sessions attended by the PMS Focal Persons representing their respective Bank departments. As a result, agreements were reached as to what grouping is appropriate to use in the DPAS guidelines, what specific rating scheme or criteria to be considered, and how the ranking system will be applied. Guidelines were drafted and will be refined and presented to the process owners, pilot-tested and evaluated before the institutionalization. Once institutionalized, it is expected to encourage teamwork within a department, increase productivity and motivated higher quality of performance by the Bank's officers and employees.
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