1. Managing for Results: Performance,
Monitoring and Evaluation

2. Sources
• Public Management in Global Perspective by Salvatore Schiavo-Campo and
Hazel M. McFerson
• Performance Evaluation in Pakistan’s Public sector-ISHFAQ ALI B.Sc., L.L.B.,
Librarian, Advocate-General, N.W.F.P., Peshawar. High Court Building,
Peshawar.
• Improving Performance Evaluation System in Public Sector- government of
Pakistan Cabinet Secretariat Establishment Division ,Information and
Services
• Interview by Mr.Abdullah Khan Sumbal , Program Director Punjab
Resource Management Program ( PRMP )

3. The Meaning Of “Performance”
• Dictionary definitions of “performance” include such
alternative terms as “accomplishment,” “achievement,”
“realization,” and “fulfillment.”
• Performance is country, sector and culture specific.
• The whole point of measuring results is to improve
performance, through the intermediate process of making
individuals more accountable for the results of their actions.

4. Well Performers’ Characteristics In Public Sector
 Government employees are considered well-performing if :
• They stick to the letter of the rules, in a system where rule
compliance is the dominant goal
• If they obey without question their superiors’ instructions, in
a strictly hierarchical system
• If they compete vigorously for individual influence and
resources, in a system where such competition is viewed
positively
• if they cooperate harmoniously for group influence and
cohesion, in a system where conflict is discouraged; and so on

5. Measuring And Using Performance Indicators
Types of Performance Indicators:
• Inputs are the resources used to produce the goods or services
• Output is the good or service itself
• Outcome is the purpose that is achieved by producing the service
• Process is the manner in which inputs are procured, outputs
produced, or outcomes achieved.
 It is unwise to rely on any single indicator to measure performance.
An adequate understanding of performance in a sector can be
gained only by using a combination of indicators.

6. Example of Performance Indicators
Sector Input Output Outcome Process
Police Number of
police cars
Number of
Arrests
Decline in
crime rate
Respect for
rights

7. Personnel Performance Appraisal
• Objective of performance management and appraisal is to guide
individual employees towards making an effective contribution to
the work of the organization while at the same time meeting their
own goals.
• Ideally, performance appraisal should be specific to the job and
measure only observable behavior.
• In principle, performance appraisal and feedback should be a
continuous process, but periodic formal appraisal is dictated by the
practical need to review performance over a defined period of time
and on a uniform basis for all individuals in a work unit.
• Effective performance management must not be confused with a
mechanical evaluation exercise or with purely monetary rewards.

8.  Appraisal Procedures and techniques
• Performance appraisal has traditionally been associated with
communication from a supervisor to an employee.
• Formal appraisal, undertaken annually, is nested in routine
administrative procedures and documented in forms and
reports.
• The demand for procedural and substantive fairness requires
formal appraisal systems as well as specific criteria and
procedures for rewards or penalties.
Personnel Performance Appraisal

9.  Person related or Goal related Appraisal
• Person related appraisals compares the employee against
other employees, and they are easy to design and interpret.
• Goal related appraisals assesses employee performance
against previously established behaviors and standards; it
clearly communicates managerial objectives relevant to the
job.
Personnel Performance Appraisal

10.  Appraisal Methods
• Graphic rating and ranking
• Forced choice
• Essay
• Objective
• Critical incident
• Behaviorally anchored rating scales
• Psychometric analysis
Personnel Performance Appraisal

11.  Feedback Methods
• Self Rating
• Peer Ratings
• Upward Feedback
• 360 Degree Feedback
Personnel Performance Appraisal

12.  Managing Poor Performers
 Factors of Weak Performance
• Poor job design
• Poor work environment
• Inadequate planning and unrealistic deadlines
• Ineffective recruitment and mismatching of people and jobs
• Insufficient skills or experience for the expected role
• Lack of required equipment and supporting staff
• Disruptive personality clashes
• Gender and racial bias
• Personal or family problems
• Communication difficulties
Personnel Performance Appraisal

13.  Dealing with unsatisfactory performance
• Early intervention and informal counseling
• Formal counseling with the help of a performance
improvement plan
• Follow up on the improvement plan
• Sanctions
Personnel Performance Appraisal

14.  Rewarding Good Performance
 The main sources of motivation are as follows:
• General social motivators
• Mission of the organization
• Content of the job
• Working conditions
• Money
Personnel Performance Appraisal

15. • In a sense, all pay in government should be for performance-
whether the performance consists of protecting government
resources, applying regulations, behaving in accordance with
probity and due process, or producing different sorts of
results.
• A country’s cultural factors and social values have a great deal
of influence on the nature of performance appraisal, the
manner of imposing sanctions and granting rewards, and the
relative emphasis on group versus individual achievement.
• Without strong safeguards and external monitoring personnel
appraisal may become administrative lapse rather than a tool
for performance management and motivation.
Personnel Performance Appraisal

16. INTRODUCING PERFORMANCE
REFORMS

17. The Ten Commandments of performance
i. The stepsister’s Predicament (“if The Shoe Doesn’t Fit, Get
Another” )
Institutional innovations must be viewed in the light of
the local, cultural, historical context and administrative
capacity.
ii. The Accountability Trade-off ( “There is No Free Lunch Here
Either” )
Accountability trade-off: accountability can be broad or
tight , but not both

18. The Ten Commandments of
Performance
iii. The Titanic Warning ( “ It’s What You Can’t See That Can
Sink You” )
The total stock of the institutional rules in any society is
always much greater than the portion visible as formal rules.
iv. The Heisenberg Dilemma ( “Beware the Law of Unintended
Consequences” )
In the context of performance measurement , it is never
advisable to be too sure that the actions undertaken will
have the effects intended and only the effects intended

19. The Ten Commandments of
Performance
v. The Turkish Evasion ( “ If it isn’t Worth Doing, It isn’t Worth
Doing Well” )
A well known management rule : “what gets measured,
gets done”
there are three conditions for this rule:
i. the right thing must be measured
ii. The thing must be measured right
iii. There must be consequences if it does not get
done

20. The Ten Commandments of
Performance
vi. The Dreedle Illusion (“ Better about right than exactly
wrong” )
vii. The Mechanic's Principle ( If it isn't Broken, Don’t fix it”)
- This principle imply simply the need to assess
downside risk and address them properly.
- The general principle is that performance target must
be challenging but achievable

21. The Ten Commandments of
Performance
viii. The Missouri Test ( “He who lives by the Sword Must be
Willing to Duel” )
It is essential to build into performance reforms specific
provisions for the systematic assessment of the
performance , of the performance system itself
The ‘CREAM’ of Good performance:
Clear
Relevant
Economic
Adequate
Monitorable

22. SETTING THE TARGET: BENCHMARKING
The technique of comparing business practices and performance
levels between organizations to identify opportunities for
making improvement in economy , efficiency or effectiveness
of an organization’s activities
Two main approaches to bench marking:
• Metrics Benchmarking :
Focuses on calculation of numerical performance
indicators.
• Process Benchmarking :
• Focuses on comparison of process and activities
underlying performance

23. MONITORING AND EVALUATION (M&E)
• Monitoring is the regular tracking of inputs , outputs ,
outcomes and processes in a given activity
• The literature make distinctions among different entities to
determine the scope of administrative accountability and
monitor the performance.
• Production Organizations : both Outputs and
Outcomes are observed.
• Procedural Organizations: Outputs are observed , not
the outcomes.

24. • Craft Organizations: Outputs may not be meaningful ,
but outcomes can be evaluated.
• Coping Organizations: neither the outputs nor the outcomes
can be observed and process indicators
are paramount

25. MONITORING AND EVALUATION (M&E)
• Evaluation
By Objective or By Results?
• Classic Approach to evaluation : achievement of the
objective
• Pragmatic Approach to Evaluation: assessing the
results actually achieved

26. • Program evaluation:
It is a systematic effort to identify and measure the
effects of government policies and programs.
• The link to the budget process:
Monitoring and evaluation results should be
systematically used to strengthen the accountability
and improve the performance.

27. INTRODUCING M&E IN DEVELOPING
COUNTRIES
• Two methods of evaluation:
• In-house evaluation
• External evaluation
• In-house Evaluation:
Advantages:
• Inside expertise
• Savvy
• Intimate operational knowledge
Disadvantage:
• Natural tendency to overstate results

28. INTRODUCING M&E IN DEVELOPING
COUNTRIES
External Evaluation:
Advantages :
• Stronger independence
• Greater probability that the evaluators are familiar
with the similar programs in other sectors.
Disadvantage:
• Lack of understanding for the operational realities of
the organization.

29. “IN THE CONTEXT OF
PAKISTAN”

30. Situation in Pakistan
i. Appointment of the chief executives of autonomous
bodies:
ii. Performance assessment of chief executives:
iii. Link of the Performance with salary and promotion:
iv. Performance Measurement of national institutions:
v. Link of performance with budget:

31. Performance Evaluation in Pakistan’s
Public sector
• The Annual Confidential Report (ACR) is an evaluation report of a servant
(Civil servant/ Government Servant / Public servant). It contains specific
observations regarding character, conduct, integrity and performance of a
servant.
• It provides the basis and vital inputs for assessing the performance of an
officer and for his further advancement in his career. The Reporting Officer
and the Countersigning Officer, should, therefore, undertake the duty to
write this report with a high sense of responsibility.
• The system of writing confidential reports has two main objectives. First
and foremost is to improve performance of the subordinates in their
present job. The second is to assess their potentialities and to prepare
them for the jobs suitable to their personality.
• Annual Confidential Report is written by immediate superior officer and
countersigned by an officer immediately superior to the officer who writes
the report.

32. • Reporting officer and countersigning officer while recording remarks in
A.C.R. should be discreet, judicious, precise, detached, dispassionate,
equitable and fair minded without being partial.
• Annual Confidential Report is the objective assessment and evaluation of
Reporting Officer about personal qualities, attitudes and proficiency in job
of civil servant which is gauged by his work and performance.
• Performance appraisal through ACR should be used as a tool for human
resource development. Reporting Officers should realize that the objective
is to develop an officer so that he realizes his true potential.
• Delay in writing of the confidential reports delays holding of Departmental
Promotion Committees for promotion and appointments on higher
posts, which cause undue hardship to the employees whose cases are due
for consideration.
• Reporting, Officer as well as Countersigning Officer were supposed to see
that Report should not reflect undue generosity or harshness.
Performance Evaluation in Pakistan’s
Public sector

33. Improving Performance Evaluation System
in Public Sector
 According to the government of Pakistan Cabinet
Secretariat Establishment Division ,Information and
Services
 Career Management Policies
• Introduction of a Career Management System for all
Occupational Groups / Services with a view to developing well
defined career paths for officers, ensuring their training, and
grooming them to ensure a better outcome in terms of a quality
civil service.
• The Performance Evaluation System has been re-vamped in
order to check inflationary trends and make the exercise of
performance evaluation more objective.
• Now the evaluation would be more job-specific, measured
against pre-determined targets; while grading would be
comparative, performance related and objective.

34. Improving Performance Evaluation
System in Public Sector
• With a view to better career planning and management,
a system of monitoring, appraisal and evaluation of PERs
has been designed at the Establishment Division, and is
based on computerization for more accurate and timely
generation of data.
• An exercise relating to formulation of job descriptions
relating to positions in the Federal Secretariat is under
way.

35. Thank You