Asia Pacific Journal of Multidisciplinary Research | Volume X, No.

X | Month Year
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The Implementation of Strategic Performance Management

System in Batangas City Government: Input to Policy
Development
Mary Ann E. Antenor
Office of the Sangguniang Panlungsod, Batangas City
City Government of Batangas
engr_mhean@yahoo.com.ph
Abstract – The focus of performance management in the country is not new. Public sectors especially
local government unit has aspired to achieve high performance through performance management systems,
procedures, and practices. Recognizing the concept that no “one size fits all” this paper explores new
propositions that will assist organizations in strengthening or enhancing the performance framework within
individual organizational context. The study aimed to determine the Strategic Performance Management
System’s Implementation (SPMS) of Batangas City Government. Descriptive method was used with semi-
structured survey questionnaires and interview as data gathering instruments. The respondents were the 324
permanent employees working at the City Government of Batangas who were chosen using stratified
proportionate random sampling.
Keywords – human resource, monitoring, performance management system, planning, review and
evaluation, rewarding.
INTRODUCTION outlining how employees are to approach in their
There is a constant pressure to achieve performance specific task.
targets, to reach higher performance levels and to In the government setting, performance management
ensure that people’s work supports and furthers the system can serve in many ways to drive for reform
organization’s goals. In order to achieve the focusing on public performance in the delivery of their
organizational and strategic goals set by the public duties and responsibilities. There is no exception
organization, performance management builds part of in the government sector, on the need to establish an
the many processes it has to undertake as it is used to effective system that accurately evaluates the
determine or measure the organization’s performance. performance of its workers for the purpose of
According to management experts, managing determining tenure, transfers or promotions, and
performance is a broader and complicated function of appropriate incentives for deserving employees.
Human Resource, as it encompasses activities such as To this end, the Civil Service Commission (CSC)
joint goal setting, continuous progress review and continuously introduce reform and transformation tools
frequent communication, feedback and coaching for specifically for human resource management which has
improved performance, implementation of employee never lost sight of its goal in creating a truly responsive,
development programs and rewarding achievements. motivated and efficient workforce. The commission
Since human resources are an agency’s most also prioritized Performance Management System
important asset and define the efficiency, effectiveness (PMS) among its human resource initiatives in helping
and overall quality of service in any organization, they to create a work environment where civil servants are
take full responsibility of the performance management able to link individual performance with organizational
for both the individuals and the group in order to goals.
improve the business processes on a continuous basis The Strategic Performance Management System
and at the same time raise the level of competence by (SPMS) is recognized as an effective means of
upgrading their own skills within the framework of their successful delivery of goals and objectives of the
organization. It relies also on the analysis of how an organization. It is also a mechanism that links the
organization’s employees have accomplished tasks in an performance of an employee with the organization to
effort to improve future performance, and how enhance the performance orientation of the
managers are expected to provide detailed instructions compensation system. The implementation of SPMS

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 Asia Pacific Journal of Multidisciplinary Research | Volume X, No. X | Month Year
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requires the organizations to be knowledgeable on the
major problems and challenges attributed to the
efficient and effective practice of the system, because
the impact of these practices can be a resistant to
change or to the implementation itself. Most of the
implementation problems are related to a poor
commitment from the management, lack of knowledge
and understanding of the system, and the inability to
link job descriptions to performance management that
require employee’s readiness on the results of the
performance evaluation.
Currently, the Batangas City SPMS through Human
Resource and Development Office is on its level one of
implementation. However, the City continues to
improve and enhance both individual and organizational
performance and keeps pursuing on its second level of
SPMS implementation. The past performance
evaluation and appraisal systems that CSC implemented
over the years was too complex and have largely
focused only on individual appraisals, which are pre-
requisites for personnel actions such as promotion,
performance-based incentives, and separation. To
address these gaps, the CSC introduced the SPMS
which makes use of existing performance evaluation
and management systems and links performance
management with other HR systems. However, the
SPMS makes a major paradigm shift in areas of its
perspective, focus, indicators, performance alignment
and role of supervisor.
As the Community Affairs Officer I of the Office of
the City Mayor and detailed employee of the Office of
the Sangguniang Panlungsod, Batangas City, the
assessment on the implementation of SPMS is very
imperative to be done since the City already benefitted
from the pilot testing of the system. The encountered
problems, issues, and challenges in the system
prompted the researcher to assess the implementation of
this new evaluation system for its proposed policy
development.
OBJECTIVES OF THE STUDY
The study aimed to determine the Strategic
Performance Management System’s Implementation
(SPMS) of Batangas City Government.
Specifically, the study sought to answer the
following questions:
1. What is the demographic profile of the respondents
in terms of:
1.1 Age;
1.2 Sex;
1.3 Educational Attainment;
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1.4 Length of Service; and
1.5 Department;
2. How do the respondents described the
implementation of SPMS in the City Government of
Batangas in terms of:
2.1 Planning and Commitment;
2.2 Monitoring and Coaching;
2.3 Review and Evaluation;
2.4 Rewarding and Development Planning?
3. Is there a significant difference on the respondent’s
description of the implementation of SPMS in the City
Government of Batangas when they are grouped
according to profile?
4. To what extent do City Government of Batangas
encountered the different problems in the
implementation of SPMS?
5. Is there a significant relationship between the
implementation of SPMS and the problems being
encountered?
6. Based on findings, what input to policy development
can be recommended to enhance the implementation of
SPMS in the City Government of Batangas?
Is there a significant difference on the respondent’s
description of the implementation of SPMS in the City
Government of Batangas when they are grouped
according to profile?
Based on findings, what input to policy development
can be recommended to enhance the implementation of
SPMS in the City Government of Batangas?
1. What is the demographic profile of the respondents
in terms of:
MATERIALS AND METHODS
This study used a descriptive method in the
assessment of Implementation of SPMS in the City
Government of Batangas. Descriptive research is one of
the known research design which focuses on fact-
finding and the interpretation of data gathered, aims to
describe and interpret any data acquired during the
course of a study; and provides a basis for decision-
making and determine the relationship and differences
between the existing and proposed system (Sanvictores,
2015). The researcher used the descriptive method of
research since descriptive research is conclusive in
nature. Furthermore, this kind of research design
gathers quantifiable information that can be used for
statistical inference on the population through data
analysis. Descriptive method was chosen by the
 Asia Pacific Journal of Multidisciplinary Research | Volume X, No. X | Month Year
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researcher because this method seems to be the most
appropriate as the purpose of the study which is to
determine the implementation of Strategic Performance
Management System of Batangas City Government.
Data Gathering Instrument
Description of the Questionnaire. For the purpose of
this study, survey questionnaire (Appendix D) was used
as a fact-finding strategy. The survey questionnaire
includes the title which identifies the domain of the
study; and general objective which describes the
purpose of the survey. Subsequently, the survey
questionnaire was divided into three parts. Part one
identifies the profile of the respondents in terms of age,
sex, educational attainment, length of service, and
department. Part two describes the implementation of
SPMS in the City Government of Batangas in terms of
planning and commitment, monitoring and coaching,
review and evaluation, rewarding and development
planning with corresponding options, scale range and
verbal interpretation in support on respondent’s
description of the implementation of the system. Lastly,
Part three identifies problems encountered in the
implementations of SPMS in the City Government of
Batangas with same options, scale and interpretations
presented.
Validation of the Questionnaire. The instrument of
SPMS was taken from the standard
procedures/processes used in the implementation of
SPMS in the City. While, for the profile and the
problems encountered in the implementation of SPMS,
it was done through external expert’s validation. The
researcher consulted the statistician to test the reliability
of the questionnaire. The computed Cronbach alpha was
(α=0.829). This implies that the questionnaire used by
the researcher is highly acceptable.
Administration of the Questionnaire. The researcher
personally administered the questionnaire to the
respondents to ensure that all the questions and
concerns will be immediately addressed by the
researcher. She likewise re-contacted respondents who
have not responded to the survey, to increase the
numbers of the respondents and the reach of the survey.
The questionnaire was administered on March 3, 2017;
some were immediately retrieved, while others were
follow-up until March 10, 2017.
Scoring of Responses. The scoring of the responses
on Part II of the research instrument utilized a 1 to 5
scale, where:
Options Scale Verbal Interpretation
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Range
5 4.50 - 5.00 Strongly Agree/Fully
Implemented/Very Great Extent
4 3.50 – 4.49 Agree/Implemented/Great Extent
3 2.50 – 3.49 Moderately Agree/Moderately
Implemented/Moderate Extent
2 1.50 - 2.49 Disagree/Poorly Implemented/Less
Extent
1 1.0 – 1.49 Strongly Disagree/Not
Implemented/No Extent
Data Gathering Procedure
The researcher considered the interview as
another form of data collection as it is deemed as a
comprehensive method to obtain data. The
researcher used an interview guide questionnaire
(Appendix C). The interview was done in the course
of setting appointments with performance
management team members (PMT), heads and
employees per department from January 23 to
January 27, 2017. The aim of this instrument is to
explore topics or items relative to four specific
performance management cycles as well as the
respondent’s understanding of the SPMS prior to its
implementation and their encountered problems on
the SPMS during and after the implementation.
After coming up with the improved survey
questionnaire on SPMS implementation and
problems encountered in the implementation of the
system, it was validated by the adviser and panel of
experts from January 30 to February 2, 2017. The
researcher sought the permission of the Chairman
for the dry-run testing participated by 30
government employees of the Provincial
Government of Batangas on February 3, 2017. The
results of the dry-run test were tabulated and the
questionnaire’s reliability was calculated on
February 27, 2017. The result passed the Cronbach’s
Alpha value, hence advancing the researcher
towards seeking, on March 3, 2017, the consent of
her adviser and of the Chairman regarding the actual
conduct of the survey.
The researcher readied afterward the survey
questionnaire for distribution and advised the
employees, through their PMT members, the actual
schedules of the survey administration. During the
administration, the respondents were asked to
answer the survey questionnaire with utmost
objectivity and sincerity and they were informed of
the confidentiality of the data. The distribution of
questionnaire last until March 9, 2017, and was
retrieved on March 10, 2017. After sufficient data
 Asia Pacific Journal of Multidisciplinary Research | Volume X, No. X | Month Year
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has been available, the results of the survey followed by 96 (30 percent) between 10-19 years, next
questionnaire were encoded and statistically treated. is 20-29 years with 21 percent of respondents, while 30-
39 with 22 or 7 percent. Only 4 or 1 percent have
Statistical Treatment of Data worked for 40 years and above. Fifty-seven (57) out of
The following statistical tools were used in the 324 respondents are working at the City Mayor’s
study: Office, forty-four (44) at the General Service
Frequency count and percentage. This was used Department, thirty-six (36) at the City Health Office
to describe the distribution profile of the respondents followed by thirty-one (31) at the City Engineer’s
in terms of age, sex, educational attainment, length Office. Twenty-two (22) of the respondents are working
of service and department. at the City Market Office, (21) at the Office of the
Weighted Mean. This was used to determine the Sangguniang Panlungsod, and (16) are working at the
responses chosen from the scale of five and the City Treasurer’s Office and OCVAS. The least three
extent to which the SPMS processes were were working at the Budget Office (2 percent), City
undertaken. Legal Office and City Prosecutor both with (1 percent).
Analysis of Variance (ANOVA). This was used to Because replication is required for scientific progress,
determine the significant differences between the papers submitted for publication must provide sufficient
profile of respondents and the implementation of information to allow readers to perform similar
SPMS in the City Government of Batangas. experiments or calculations and use the reported results.
Expressly, the profile of respondents in terms Although not everything need be disclosed, a paper
department is significant since the p-values obtained must contain new, useable, and fully described
are all lower than .05 level of significance. information.
Pearson’s (r). This was used to determine a
significant relationship between the implementation 2. Respondent’s description of the implementation of
of SPMS and the problems being encountered in the SPMS in the City Government of Batangas
implementation of SPMS in the City Government of 2.1 Planning and Commitment
Batangas. Since r-values obtained are all positive
and lower than .05 level of significance, it was Table 1. The Implementation of SPMS in terms of
verbally interpreted as significant.
Planning and Commitment
Planning and Commitment Weighted Verbal
RESULTS AND DISCUSSION Mean Interpretation
The data collected was done with the specific
1. The Batangas City 3.94 Implemented
reference to six research questions. After having Government sets the targets
carefully considered all data collected, the study and measures for the next
findings were summarized as follows: year as early as August of
1. Profile of the Respondents the current year.
The distribution of respondents in terms of age has 2. The Batangas City 3.92 Implemented
various frequency and percentage. The highest Government’s annual plans
frequency of 185 or 57 percent falls under the age are reflected as
bracket of 40-59 years old, closely followed by those targets/activities for projects
that would be completed in
who were 20-39 years old with a frequency of 124 or 38
six (6) months or more so
percent, next the lowest belongs to those who are 60 that progressive outputs are
years old and above, while there is no respondent identified and rated
belonging to age bracket below 20. The majority of accordingly.
respondents were female with 82 percent of the total 3. The Batangas City 3.96 Implemented
sample while 18 percent or 61 were males. Out of 324 Government’s Performance
respondents, 244 or 76 percent have acquired College Management Team (PMT)
degree, followed by post graduate with 72 or 22 percent reviews and approves the
of the total sample and there are still secondary graduate IPCR.
with 8 or 2 percent. 133 (41 percent) of the respondents 4. The Batangas City 3.91 Implemented
have rendered less than 10 years in service, closely Government’s PMT
guarantees that the
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 Asia Pacific Journal of Multidisciplinary Research | Volume X, No. X | Month Year
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performance targets,
measures, and budgets are
aligned with those of the
organization and work
distribution of Offices is
rationalized.
COMPOSITE MEAN 3.93 Implemented
The table shows that the implementation of SPMS
in the City Government of Batangas in terms of
Planning and Commitment with a composite mean of
3.93 is verbally interpreted as implemented given that
majority of the items under this phase obtained
weighted means closely parallel to the computed
composite mean. The highest with weighted mean of
3.96 was that the Batangas City Government’s
Performance Management Team (PMT) reviews and
approves the IPCR and the lowest with a weighted
mean of 3.91 was that the Batangas City Government’s
PMT guarantees that the performance targets, measures,
and budgets are aligned with those of the organization.
Having a composite mean of 3.91, respondents
described that the items listed under performance
monitoring and coaching have been implemented.
Hence, the highest weighted mean of 4.02 confirms that
the heads or supervisors monitor the work activities and
output of employees. Generally, the implementation of
SPMS in the City Government in terms of review and
evaluation are based on Office Performance Assessment
and Individual Employees Assessment. The respondents
were agreed on all the components of both office and
individual assessment with a composite mean of 3.96
and 3.99, respectively and verbally interpreted as
implemented. In Office Performance Assessment, 4.15
weighted mean denotes that the Head of Office initially
assess the OPCR, followed by the submission of all
departments of the accomplished OPCR to the planning
office (4.10). For individual performance assessment, it
was agreed that Office heads make the final assessment
of individual performance with weighted mean of 4.05,
and the lowest is that the PMT serves as the appeals
body on performance concerns (3.89). All the items
listed under performance rewarding and development
planning was agreeable with a composite mean of 3.84
verbally interpreted as implemented.
The researcher believed that this result is a strong
manifestation on how the City Government employees
sincerely target performances. Like any other
organization, Batangas City Government is also
exerting efforts in the implementation and realization of
aligning work distribution of their employees in relation
to the standards set by SPMS. It is therefore important
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to note that SPMS focuses on the major final outputs
(MFOs) that contribute to the understanding that there
is an organization’s mandate, vision, mission, strategic
priorities, outputs and outcome which need to be
targeted and implemented. True to the mission of any
Performance appraisals, planning what to do and what
to accomplish will help employees realize their full
potentials in carrying out their organization’s mission
and also, provide information to employees and
managers for use in making work-related decisions.
3. Significant Difference on the Respondent’s
Description of the Implementation of SPMS when
they are grouped according to Profile.
Having p-values of .000, it shows that rewarding
and development planning proved to have a significant
difference on SPMS’ implementation while other SPMS
components including planning and commitment,
monitoring and coaching, and office and individual
review and evaluation proved none with p-values of .63,
.33, .48, and .40 respectively. It shows that under
performance review and evaluation, the office
performance assessment has a significant difference
with p-values of .009 while the rest having p-values of .
67, .26, .069, and .17 are not significant. Monitoring
and coaching obtained significant difference with p-
values of .02 while the other components such as
planning and commitment, office and individual review
and evaluation and rewarding and development
planning obtaining p-values of .19, .054, .08 and .35 are
not significant. Since the computed p-values of .71, .59,
.24, .39 and .145 of all the SPMS’ components are all
greater than .05 level of significance, the decision is
failed to reject. Therefore, all are not significant. All the
variables reject the null hypothesis and are significant
with p-values of all .000 which is less than .05 level of
significance.
4. Extent of problems encountered in the
Implementation of SPMS
Having composite means of 3.67, 3.58 and 3.53, it
was verbally interpreted as to a great extent wherein
respondents believed that lack of readiness of
employees in SPMS’s comments and recommendations,
limited involvement of employees in planning, and
inadequate understanding about SPMS are three of the
problems encountered in the implementation of the
system. On the other hand, the rest of the problems like
the absence of consultation about performance targets
and not giving of rewards for deserving employees both
 Asia Pacific Journal of Multidisciplinary Research | Volume X, No. X | Month Year
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with (3.42), lack of monitoring, coaching and that in the City Government of Batangas, the main
evaluation mechanisms (3.40), no concrete problem when it comes to SPMS implementation is the
developmental interventions (3.39), no feedback inadequate understanding about SPMS of the
mechanism (3.36), unclear performance indicators government employees, since the City SPMS through
(3.31) and unable to meet performance targets (3.22) Human Resource Management and Development Office
were verbally interpreted as moderate extent. is on its level one of system’s implementation.
Table 2. Problems Encountered in the Implementation Additionally, in an interview with human resource
of SPMS in the City Government of Batangas personnel, it was suggested that when it comes to
Problems Encountered Weighted Verbal challenges or problems in the implementation of SPMS
Mean Interpretation in the Provincial Government of Batangas, the lack of
1. Lack of readiness of 3.67 Great Extent readiness of employees in the appreciation of comments
government employees in the and recommendations in performance should come first.
appreciation of comments, During the interview, they also mentioned that during
recommendations and other the pilot testing of the system, they were disagreeing
processes of performance that these problems have been encountered but after its
management initial implementation, they strongly agree that this is
2. Inadequate Understanding 3.53 Great Extent really one of major challenges in SPMS’s
about SPMS implementation.
3. Limited involvement of 3.58 Great Extent 5. Significant relationship between the
employees in planning/
implementation of SPMS and the problems being
formulation of agency OPCR
4. Absence of consultation 3.42 Moderate
encountered.
about individual performance Extent Components of SPMS namely, planning and
targets commitment, monitoring and coaching, office and
5. Lack of monitoring and 3.40 Moderate individual review and evaluation, rewarding and
evaluation mechanisms Extent development planning obtained p-values of .000, .001, .
6. Coaching not fully adopted 3.40 Moderate 000, .007 and .001 respectively, verbally interpreted as
Extent significant and seen to have significant relationships,
7. Unable to meet targets 3.22 Moderate thus, the decision was to reject the null hypothesis. As
based on performance Extent gleaned from Table 3, the null hypothesis is rejected
commitment with p-values of lower than .05 level of significance, r-
8. No feedback/evaluation of 3.36 Moderate values of all positive and verbally interpreted as
employee’s performance after Extent significant. There is a significant relationship between
assessment the implementation of SPMS and the problems being
9. Unclear performance 3.31 Moderate encountered in the implementation of this system
indicators Extent because of respondents, who agreed that SPMS are
10. No concrete professional 3.39 Moderate effectively implemented, also believed that there are
development intervention Extent more challenges on their part.
plans especially for
employees who obtained Fair Table 3. Relationship between the Implementation of
or Poor Ratings SPMS and Problems Encountered
11. Employees who obtained 3.42 Moderate SPMS p- Compu Decision Verbal
Outstanding/Very Satisfactory Extent values ted r- on Ho Interpreta
ratings were not given values tion
reward/recognitions Planning and .000 .229 Reject Significant
COMPOSITE MEAN 3.43 Moderate Commitment
Extent Monitoring .001 .185 Reject Significant
Table 2 presents the problems encountered in the and Coaching
implementation of SPMS in the City Government of Review and
Evaluation
Batangas. The researcher observed that out of eleven
- Office .000 .194 Reject Significant
(11) problems identified, there are only three problems Performance
that of great extent. It was supported by the information assessment
gathered from an interview conducted by HR expert - Performance .007 .15 Reject Significant
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Assessment described that the Strategic Performance Management

and
evaluation for
individual
employees
Rewarding .001 .185 Reject Significant
and
Development
Planning
6. Input to policy development to enhance the
implementation of SPMS in the City Government of
Batangas
The gap between the justification of pay and the
development of skills and knowledge became a huge
problem in the use of Performance Management, which
inspired the researcher to develop policy inputs which
were conceptualized with the objective of enhancing the
implementation of Strategic Performance Management
System (SPMS) of Batangas City Government.
The process of managing the performance among
employees is a tasked not only with human resource
management but also in through the positive response
and acceptance among employees. Managing change
specifically for organizational output vis-à-vis
compensation is a challenging task for aligning
organizational objectives with employee’s skills,
competency in the delivery of results always created
varying behavior. This gap between the justification of
pay and the development of skills and knowledge
became a huge problem in the use of Performance
Management that inspired the researcher to develop
policy inputs which were conceptualized with the
objective of enhancing the implementation of Strategic
Performance Management System (SPMS) of Batangas
City Government.
The nature of this policy was supported by Farag
(2008) in her report explaining that there are various
types and forms of policy in government which
influence and enhance access to its systems, and policy
development is one of the key areas which involves
research, analysis, and consultations to produce
recommendations.
System was implemented in terms of its planning and
commitment, monitoring and coaching, office and
individual performance review and evaluation and
rewarding and development planning; (3) Generally,
age, sex, and educational attainment have significant
differences in terms of rewarding and development
planning, office review and evaluation and monitoring
and coaching, respectively. On the other hand, the
length of service has no significant difference in the
implementation of SPMS while, a department is a
contributory factor in the assessment of the
implementation of SPMS; (4) Strategic Performance
Management System has been given notable
recognition by many organizations by virtue of its
relevance to accomplish organizational goals and the
City Government of Batangas is one of such
organizations, thus, moderate problems were still
identified; (5) There is a significant relationship
between the implementation of SPMS and problems
being encountered; and (6) The proposed input to policy
development was conceptualized in order to enhance
the implementation of SPMS in Batangas City
Government.
The Batangas City Government through its IT
department may create a database of targets for
monitoring of accomplishments so that employees and
department heads can work to their full potential to
meet the objectives of ensuring that performance
management functions effectively. Feedback
mechanisms, pre-evaluation seminars, and SPMS Day
celebration may be done for improvement purposes of
the SPMS implementation. The proposed input may be
reviewed, evaluated and considered for policy
formulation and future implementation, while future
researchers interested in pursuing this topic may use
other variables.
APPENDIX
B1. Certificate of Expert’s Validation

CONCLUSION AND RECOMMENDATION

Based on the findings of the study, the following
conclusions were drawn: (1) Most of the employee
respondents were middle-aged, female, college
graduate, below significantly been working at the
Office of the City Mayor for 10 years; (2) The
employees of the City Government of Batangas
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B2. Certificate of Reliability Test

B3. Certificate of Grammarian
B4. Lists of Abbreviations
CSC- Civil Service Commission
IPCR-Individual Performance Commitment and Review
KRAS-Key Result Areas
MBOS-Management by Objectives
MORE-Management by Objectives and Results Evaluation
NPAS-New Performance Appraisal System
OPCR-Office Performance Contract Review
PAS -Performance Appraisal System
PERC-Performance Evaluation Review Committee
PES- Performance Evaluation System
PMS- Performance Management System
PMS-OPES-Performance Management System-Office
Performance Evaluation System
SPMS- Strategic Performance Management System

C. Interview Guide Questions

Problems Encountered in the Implementation of Strategic
Performance Management System (SPMS) by the
Employees
Direction: This test aims to determine the problems
encountered in the implementation of SPMS in the City
Government of Batangas in terms of:
Planning and Commitment
1. Was SPMS discussed /explained to you?
2. Were you involved in the planning/formulation of your
agency’s OPCR?
3. Was there a consultation on your performance targets?
4. Were you aware that your performance/accomplishment of
commitment/target will greatly contribute in the achievement
of the objectives of your agency?
Monitoring and Coaching
1. Is your progress and quality of work output regularly
monitored by your superior? Do you monitor your own
performance?
2. Are there monitoring and evaluation mechanisms and tools
forms to keep track of the employee’s performance?
3. Does your superior adopt team coaching in the
management of work within the department?
4. Does your office record the conduct of monitoring and
coaching?
Review and Evaluation
1. Were you able to meet the targets based on your
performance commitment at the start of each rating period?
2. Did the department head/ PMT members discussed your
accomplishments / performance after assessment?
3. Do you use peer ranking or client satisfaction to
distinguish performance level of individuals?
Rewarding and Development Planning
1. If you were able to accomplish your target beyond what is
expected, does your agency provide you with opportunities to
enhance your skills and potentials?

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2. Does your superior motivate you to perform well in order ( ) Office of the City Veterinarian & Agri’l Services
for you to be promoted? ( ) City Environment and Natural Resources Office
3. Are development interventions provided to employees who ( ) Office of the City Engineer
obtained a Fair rating or exhibited poor performance? ( ) Office of the City Market Administrator
D. Survey Questionnaire ( ) Office of the City Prosecutor
Survey Questionnaire on the Implementation of
Strategic Performance Management System in the City Part III. Extent of Problems Encountered by City
Government of Batangas Government of Batangas in the Implementation of SPMS
This questionnaire intends to gather data regarding the
Direction: Please identify which among the given problems
Strategic Performance Management System of the City
encountered in the implementation of Strategic Performance
Government of Batangas. You are chosen as one of the
Management System (SPMS) have the most extent. Kindly
respondents and in the best position to supply the data needed
put a check mark (√) on the items listed.
for this purpose. Rest assured that all information gathered
Options Scale Range Verbal Interpretation
will be kept with utmost confidentiality. Kindly answer the
5 4.50 – 5.00 Strongly Agree / Very Great Extent
items as truthfully and sincerely as you can by giving the
4 3.50 – 4.49 Agree / Great Extent
necessary information required on the space provided. Please
3 2.50 – 3.49 Moderately Agree / Moderate Extent
do not leave any item unanswered.
2 1.50 – 2.49 Disagree / Least Extent
1 1.0 – 1.49 Strongly Disagree / No Extent
Part I. Profile of the Respondents
Implementation of SPMS
Name of the respondent (optional) __________________
Problems Encountered 5 4 3 2 1
Instruction: Kindly put a check mark () on the profile
1. Lack of readiness of government
information needed.
employees in the appreciation of
Age:( ) Below 20 years old comments, recommendations and
Sex: other processes/tools of performance
( ) Male management
( ) 20- 39 years old 2. Inadequate Understanding about
( ) Female SPMS
( ) 40 - 59 years old 3. Limited involvement of employees
( ) 60 years and above in planning/ formulation of agency
OPCR
Educational Attainment: Length of Service:
4. Absence of consultation about
( ) Elementary Level ( ) Below 10 years
individual performance targets
( ) Secondary Level ( ) 10 - 19 years
5. Lack of monitoring and evaluation
( ) College Level ( ) 20 - 29 years
mechanisms
6. Coaching not fully adopted
( ) 20 - 29 years 7. Unable to meet targets based on
( ) Graduate School Level ( ) 30 - 39 years performance commitment
( ) 40 yrs & above
8. No feedback/evaluation of
( ) 40 yrs& above
employee’s performance after
Department:
assessment
( ) Office of the City Mayor
9. Unclear performance indicators
( ) Office of the City Mayor
10. No concrete professional
( ) 40 yrs& above
development intervention plans
( ) Office of the Sangguniang Panlungsod
especially for employees who
( ) City Planning and Development Office
obtained Fair or Poor Ratings
( ) Office of the Civil Registrar
( ) Office of the General Services 11. Employees who obtained
( ) Office of the Budget Outstanding/Very Satisfactory ratings
( ) Office of the City Accountant were not given reward/recognitions
( ) Office of the City Treasurer
REFERENCES
( ) Office of the City Assessor
( ) Office of the City Legal Officer A. Books
( ) Colegio ng Lungsod ng Batangas
[1] CCSC (2012). Guidebook in Strategic Performance
( ) Office of the City Health Officer
Management System. Philippines, PH: Civil Service
( ) Office of the City Social Welfare & Devt Officer
Commission.
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P-ISSN 2350-7756 | E-ISSN 2350-8442 | www.apjmr.com
 Asia Pacific Journal of Multidisciplinary Research | Volume X, No. X | Month Year
__________________________________________________________________________________________________________________
[2]
Human Resource Management and Development
Office (2012). Strategic Performance Management
System Manual, Philippines, PH: Batangas City
Government.
[3] HHuman Resource Management and Development
Office (2013). Batangas City
Government (BCG) Employee Handbook
B. Journals/Publications
[1] CAksal, F. A., Atamturk, A. N., Atamturk, H., & Gazi,
Z. A. (2011). Evaluation of performance
management in state schools: A case of North Cyprus.
Hacettepe University Journal of Education, 40, 33-43.
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[2] AArtz, M., Homburg, C., & Rajab, T. (2012).
Performance-measurement system design and
functional strategic decision influence: The role of
performance-measure properties. Accounting,
Organizations and Society, 37(7), 445-460.
http://dx.doi.org/10.1016/j.aos.2012.07.001
[3] DDale, K. & Fox, M. (2008). Leadership Style and
Organizational Commitment: Mediating Effects of
Role Stress. Journal of Managerial Issues, (20)1, 109-
130.
[4] DDavid, S., Bakshi, Y., Mittal, P.,& Fahad, M. (2015).
A Study of gender perception regarding Performance
Management Systems in the organisations.
International Journal of Engineering and Applied
Sciences (IJEAS), 2, 28-32.
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shopfloor behavior via performance management
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[6] DDepartment of Public Service Management (DPSM)
(2010). Performance Management Policy for the
Malawi Civil Service. Malawi Public Service Charter,
Lilongwe: Government Print
[7] EEisenberger, R. (2011). Rewards, intrinsic
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[9] GGede, N.T. & Lawanson, O.A. (2011). Employees’
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[10] GGrafton, J., Lillis, A. M., & Widener, S. K. (2010).
The role of performance measurement and evaluation
in building organizational capabilities and
performance. Accounting, Organizations and Society,
35(7), 689-706.
[11] GGreen, C., Jegadeesh, N., & Tang, Y. (2009). Gender
and Job Performance: Evidence from Wall Street.
Financial Analysts Journal, 65 (6).
[12] GGurbuz, S., & Dikmenli, O. (2007). Performance
appraisal in public organisations: An empirical study.
Magazine of Management Practice, 13(1), 108–138.
[13] HHeng, T.B. (2012). The Reward Strategy and
Performance Measurement (Evidence from Malaysian
Insurance Companies).International Journal of
Business, Humanities and Technology, 2, 211-223.
[14] KKasika, B.D. (2015). The Effect of Educational
Qualification on Job Performance: The Case of Social
Security Commission in Namibia (SSC). UNAM
Scholarly Repository, Economic and Management
Sciences.
[15] KKlehe U. & Anderson N. (2007). Working hard and
work smart: Motivation and ability during typical and
maximum performance. Journal of Applied
Psychology, 92, 978–992.
[16] LLanzi D. (2007). Capabilities, human capital, and
education. Journal of Socio-Economics, 36, 424–435.
[17] LLeitner, K.H., Prikoszovits, J., Schaffhauser-Linzatti,
M., Stowasser R., Wagner K. (2007). The impact of
size and specialisation on universities’ department
performance: A DEA analysis applied to Austrian
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[18] LLutwama G.W., Roos J.H., & Dolamo, B.L. (2013).
Assessing the implementation of performance
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[19] MMackie B. (2008). Organizational performance
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[20] MMarobela, M.N., & Mawere. S.P. (2011). PMS
in the magistrates courts of Botswana: The
unintended consequences of public service change.
African Journal of Business Management, 5(13),
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