Suggested Performance Management System for Health Services Academy

2012
Suggested Performance Management System for
Health Services Academy

GROUP MEMBERS ROLL NO.

Dania Khawar 046
Mehwish Rafique 017
Warda Khawar 048

COMSATS Institute of Information and Technology, Lahore
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Health Services Academy is an autonomous teaching institution under the Ministry of
Health, active in teaching and research in the field of public health. Its main emphasis
and impetus is on addressing the public health needs of the country. It is striving to
achieve the academic excellence in public health and research. One of the main
objectives of the Health Services Academy is to produce competent, committed and
skilled public health professionals who can assist in translation of acquired knowledge
into sound evidence based policies and practices.
Health Services Academy was established in 1988 as an in-service training institute
for public health professionals under the Federal Ministry of Health. In 2000, HSA
achieved the status of an autonomous institution after the promulgation of Health
Services Academy autonomy Ordinance. HSA offers the following Post Graduate
Academic Programs to public health professionals:
· Masters of Science Public Health - 2 years program - MSPH
· Masters of Science Public Health - 3 years program – Ex MSPH
· Post graduate diploma in Medical and Entomology and Disease Vector Control.
PGD-MED VC
. Master of Science in Field Epidemiology
· Masters of Science Health Economics and Management – MSHEM
Health Services Academy is in process of getting into agreements with various
international universities for exchange of knowledge, expertise, faculty, students,
facilities and assistance in development of curriculum for launching for new programs.
To date HSA have successfully signed agreements with various universities.
Health Services Academy is also in process of getting into agreements with various
Governmental Organizations and Non Government Organizations (NGOs) at national
and international level for developing collaborations and seeking assistance in the field
of Research & Development, Dissemination of Knowledge, Student Support and
Capacity Building of public health professionals.

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The performance management system of HSA is a good one if it is seen as a whole.
But if we look at the components of the whole performance management system,
there are some flaws in the components of the PMS.
We will look at each component of the performance management system at HSA one
by one:

Pre-requisites:
HSA's performance Management system is designed in a way that shows that it has
kept the prerequisites in mind while designing the PMS. All of the goals and
responsibilities of the employees are set to meet the overall organizational goals.
The job descriptions of each job in HSA are developed. This means that the duties,
responsibilities and the qualifications required are all defined which helps in setting the
performance goals for each job. There is a thorough understanding of the job and the
scope of the job.

Performance planning
The performance planning includes identifying the results behaviors and the
developmental goals for the upcoming evaluation period.
Results
In setting the performance goals, there is a slight difference between permanent and
contractual employees. Permanent employees are given the long term targets ad
contractual employees may be given the targets for the shorter periods of time.
Employees are not given a say in setting their targets. i.e there is no participative goal
setting rather the goals are just allocated to departments and employees. They are not
even told why they are given the target which means that a converging approach is
followed in HSA. Because of this employees fail to see the bigger picture and focus

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on achieving the particular individual objectives. This can result in the reduced
motivation of employees towards the achievement of goals. If the employees are
involved in setting the goals, they are more committed to achieving those goals.
Though the focus is on results, he performance appraisal form focuses mostly on the
desired behaviors. Even though the most desirable appraisal for HSA is behavior
oriented, but there must also be some part that focuses on results as the employees
must also be evaluated on targets assigned.

Behavior
This part of performance planning includes identifying the desirable behaviors for
performing the job in question. HSA identified the desirable behaviors for each job.
These behaviors are evaluated in the annual performance appraisals and are taken as
the performance measuring criteria. An important aspect here is that while allocating
the goals to the employees, they should also be told about the desired behaviors
related to each particular target so that the employees feel themselves able to connect
the allocated targets to the desired behaviors.

Developmental plan
At the start of each evaluation period, the developmental plans for each employee are
developed. These plans are developed with the information provided by the appraisal
of the previous evaluation period. The developmental targets for the upcoming period
are set and communicated to the employees.

Performance execution
In this part of the performance management system, the employee tries to meet the
performance goals. The employee carries out his duties and tries to achive the results
by displaying the behaviors required. They try their best to display the required
behaviors because of the ethicality and social responsibility issues. Ethicality and
social responsibility is given high weightage because HSA is working in service sector.

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Performance assessment
The performance of the employees of HSA is assessed by their immediate supervisors
and their peers. The employee enters his details in the appraisal form and hand it over
to the supervisor. The supervisor then fills in those appraisal forms. After that an
appraisal meeting is held with each employee for about 20 minutes. In this meeting
each employee is shown the filled appraisal form and asked if he agrees with the
appraiser or not. If he does not, he has to tell why he does not agree with the
appraiser. After employee, supervisor adds his comments and the appraisal form goes
to the executive director. This is also done in another way. A supervisor calls in the
employee before filling their appraisal form and tells him how he is evaluating him on
each criterion and why and asks if he agrees or disagrees. If the employee disagrees
he tells the reason. And then the criteria maybe rated accordingly.
Similarly in the peer review, the colleagues of employees fill in the appraisal forms and
give their comments.
One major flaw here is that there is no proper self assessment in HSA. If the
employees asses their performance on regular basis , they know that where thry might
be lacking or are they moving towards the achievement of goals. This enables the
employees to solicit the feedback and coaching before the end of the evaluation period
thus improving their chances of achieving the goals. Moreover with this self
assessment, the final assessment would not come as a surprise for the employees
thus reducing the chances of their disagreeing with their evaluation.
There is no 360 degree assessment. The employee performance is not evaluated by
internal and external customers both. For example, here the suppliers here are donors
and collaborators but they are never included in the organization's performance
management system. They do not provide direct or indirect feedback.
Another major flaw in the performance management system of HSA is that it evaluates
the performance of the employees of yearly basis. There is no continuous feedback
provided to employees on their performance. Whereas, for any good performance
management system, it is important to evaluate the employees performance on at
least semiannual or quarterly basis. This yearly appraisal is not a continuous system

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of improvement. It is too long a period to be covered and is not suited for service
organizations like HSA.
The raters in HSA i.e. the supervisors and employees are not given the proper training
which causes the bias to be introduced in the evaluation process. Moreover the
employees and supervisor might be evaluating the criteria of which they do not have
sufficient knowledge. This information when used for administrative and development
purpose would not just be inaccurate but also misleading.

Performance review
The annual appraisals of the employees are discussed with them in the appraisal
meetings and the development needs and plans are also discussed. Employees also
give their feedback about the appraisals and their own performance. This helps in the
employees' acceptance of their appraisal and more confidence in the performance
management system.

Performance renewal and re contracting
On the basis of performance appraisal, the employees' contracts are renewed if they
are achieving the assigned targets. They are given the training if the performance is
low because of factors under employees' control. If the employee is unable to achieve
the performance targets because of the factors beyond his control, the goals are
revised and more realistic and attainable targets are given to employees.

Distributive and procedural justice
In the performance management system of HSA employees do believe there is
distributive justice as their performance appraisal is discussed with them and then if
they get increment or demotion, they know that it is on the basis of that evaluation.
Like if the two employees receive similar evaluation they get the same increment. But
this is applicable in the case of the contractual employees not the permanent
employees. This is because the permanent employees are the Government

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employees and their pay decision depend more on the rates announced and set by the
Government instead of the information provided by the performance appraisals.
Similarly employees do believe that there is procedural justice that is that the
employees believe in the fairness of the procedures that are used to measure
performance and the system for linking the rewards to employees' performance.

Administrative decisions:
We know that the performance management system is related to the administrative
decisions taken by any organization. Here is how the performance management
system at Health Services Academy affects the different administrative decisions
taken here.
The performance appraisal here may be used for the incentives of the employees.
There is some distinction here with regard to permanent and contractual employees. If
the contractual employees receive a favorable evaluation for an evaluation period ,
they may get a bonus pay. The pay raise in contractual employee's salary is given
after comparing it to the prevalent salary in the market. But the contractual employees
cannot be promoted to any place of higher designation. Other incentives maybe given
to employees.
In the case of permanent employees, appraisals have very little effect on
administrative decisions like pay raise and promotion. They may be given any kind of
incentive or appreciation but their promotion is dependent on the test that they have to
pass to be promoted to higher grade. Their pay is never raised higher than the pay
level of that grade set by government.

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The jobs in HSA are divided in three broad categories which are as follows
Administrative staff
Faculty members
Research and Development

Pre-requisites:
The prerequisites for designing any performance management system are the

Knowledge of the organization's strategic goals and mission
The team that developed the performance management
system of HSA has the thorough understanding of the
organization's strategic goals and mission and they have
designed the system in a way that reinforces the behaviors
required for the successful accomplishment of those goals
and mission rather than working against it. Following are the mission, vision and goals
statement of HSA that are clearly stated and known to every employee working in
HSA.

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Mission and Vision

Health Services Academy prides itself on its insistence on high standards for research,
academics, and policy-making. The following statements outline the mission and vision
of the institution.

Mission Statement

As an institution of higher learning, the Health Services Academy provides teaching,
research, and service programmes that prepare students to address the public health
needs of Pakistan and the surrounding region in a setting that values and develops
academic excellence in teaching and research, academic freedom, leadership and
service to society.

Vision Statement

Health Services Academy aspires to become a regional academic centre of excellence
in public health training, policy formulation and Ongoing Research that is nationally
and internationally accredited.

Goal of the Academy

The goal of the Academy is to improve the health of the population of Pakistan and its
surrounding region by enhancing human resource development and contribution to
evidence-based policies and practices.

Institutional Objectives

The objectives of the institution are to:

• Produce competent, committed and skilled public health professionals.
• Discover and disseminate new knowledge in the field of public health.

• Assist in the translation of the knowledge into sound evidence-based policies and
practices.

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These objectives will be realized by adhering to institutional values, such as a merit-
based system, transparency, and quality, to be implemented through a
multidisciplinary team, networking and a sustainable institutional infrastructure.

Knowledge of the job in question
For any job to be performed in the Administrative department, the job description is
developed stating the tasks, roles and responsibilities of the employees. Apart from
this the job specifications are also very clearly defined stating the
knowledge, Skills and abilities required to perform that job.
The knowledge part of the job specification contains the information
needed to perform the work. The skills part of Job Specification
contains the required experience for doing the job effectively. The abilities part states
some of the competencies required for doing the job e.g. good communication skills
etc. There is a very thorough understanding of the job and the scope of the job. All of
the goals and responsibilities of the employees are set to meet the overall
organizational goals. This means that the duties, responsibilities and the qualifications
required are all defined which helps in setting the performance goals for each job.
Following are the examples of job roles and functions for some of the administrative
employees of HSA.

Executive Director:

Roles and Functions

Board and Committee Development and Support

• Supports the Board of Governors (hereunder referred to as BoG) by giving advice
and giving board members relevant information necessary for decision-making
Acts as the Secretary of the BoG
• Serves as the interface between the BoG and the staff members.

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• Together with the BoG, defines and interprets the Institute’s vision, mission and goals
and develops the Academy’s strategic and operational plans, formulates policies and
regulations in accordance to these vision, mission and goals.
• Chairs the Executive Committee and ensures that it fulfills its functions as specified in
the Academic Rules and Regulations.
• Nominates members from among the staff of HSA to the Academic Advisory
Committee
• Chairs and convenes the Board of Studies of HSA
• Provides technical and administrative support to the Committee on Appointments and
Promotions
• ·Fulfils other jobs that might be assigned from time to time.

Human Resources Development
• Supervises and mentors senior faculty members
• Plans and supervises the implementation of training and development programmes
for both teaching and administrative staff, thus, maintaining the quality of staff
performance.

Teaching and Research

• Oversees the implementation of the current academic programmes.

• Assumes teaching responsibilities
• Supervises and advises senior students
• In cooperation with the course coordinators, conduct an analysis of the situation
pertaining to national and international public health in order to determine possibilities
to develop new topics/courses.
• Together with the Academic Advisory Committee and with Research Coordinator
(HSA staff), develops the Academy’s research agenda
• Conducts research as principal investigator or associate investigator
• Publishes research results or articles in national or international publications

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• Reviews research done by the faculty of HSA and other researchers outside of the
Academy
• Secure funding from different sources for different academic and research activities

Administration
• In coordination with the Deputy Director for Administration who is in charge of
personnel affairs, develops an overall staff performance review system.
• In coordination with the Deputy Director of Finance, develops the Academy’s annual
budget for submission and approval of the BoG.
• Ensures the implementation of sound and transparent financial practices, book-
keeping and accounting.
• Prepares and negotiates funding proposals to other donor and funding agencies

Consulting and Networking
• Conducts consultancy for and on behalf of the Academy
• Represents the Health Services Academy in national and international committees
and network and, and thereby, promote the activities of HSA.
• Presents papers and delivers lectures, when needed, in international conferences or
professional meetings
• Cooperates and works with donors and partners of the Academy
• Establishes contacts with potential donors and secure joint projects or activities

Director’s Office
Roles and Functions
Roles:

Telephone/Reception Services

• Answers, screens, forwards and/or returns phone calls and messages
• Manages incoming and outgoing correspondence, including faxes, e-mails,
parcels and hand delivered messages on a routine basis

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• Ensures guests’ comfort by offering them newspapers, refreshments etc.

Secretarial Work and Services

• Types letters, faxes for the Executive Director
• Establishes and/or updates the index of, and data on, contact addresses,
phone/fax numbers, and e-mail-addresses regularly
• Logs in/records incoming and outgoing letters, faxes, e-mails on a daily basis
• Sorts and distributes incoming mail, faxes and other official documents for
mailing and collecting
• Establishes and maintains permanent files; files and retrieves documents as
requested.
• Organizes and takes responsibility for the delivery and collection of Executive
Director’s documents/parcels from and to post office, government bodies,
embassies, etc.
• Organizes reading materials for display as per instructions of the Executive
Director.

Functions:

• Operational Management

• Coordination

• Collaboration

• Assistance

• Circulation of office orders

Project Manager
Roles and Functions
Roles
Specific:

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• Coordination for developing Annual Work Plan Activities and reporting on
quarter and annual basis.

• Coordination and communication with Government, Donors and Stakeholders
both at national and an international level.

• Boost the utilization of funds by coordination with the concerned quarter.

• Coordinating meetings, seminars, conferences and workshops.

• To develop TORs to act as a core person in launching other projects.

• To coordinate develop a business plan/ criteria for short term/long term
trainings to be carried out in HSA.

General

• Identifying, tracking managing and resolving project issues

• Proactively disseminating project information to all stakeholders

• Identifying, managing and mitigating project risk

• Proactively managing scope to ensure that only what was agreed to is
delivered, unless changes are approved through scope management

• Defining and collecting metrics to give a sense for how the project is
progressing and whether the deliverables produced are acceptable

• Managing the overall schedule to ensure work is assigned and completed on
time and within budget

• Having the discipline and general management skills to make sure that people
follow the standard processes and procedures

• Establishing leadership skills to get the team to willingly follow your direction.
Leadership is about communicating a vision and getting the team to accept it
and strive to get there with you.

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• Setting reasonable, challenging and clear expectations for people, and holding
them accountable for meeting the expectations. This includes providing good
performance feedback to team members

• Team building skills so that the people work together well, and feel motivated to
work hard for the sake of the project and their other team members. The larger
your team and the longer the project, the more important it is to have good
team-building skills.

Functions
• Administrative Control
• Development of Strategic Goals
• Delegation of Work
• Financial Management
• Performance Management
• Policies and Procedures
• Quality Control and Operations Management
• Risk, Safety and Liabilities
• Communication
• Coordination
• Quality Assurance Reviews
• Post Implementation reviews
• Reporting
• Recording of lessons learned.
• Project Data and Project Team Evaluations

Finance Manager
Roles and Functions
Roles:

Budget, Accounting System and Internal Controls
o Assists in preparing budgets and expenditure projections

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o Prepares and maintains accounts and accounting system as per the
Finance and Accounting Manual
o Prepares and checks journal entries in the general ledger
o Assists in preparing budgets and expenditure projections
o Monitors cash balance and balances in Accounts -Receivables

Payments, Advance Requests and Petty Cash

· Processes all advance requests
· Processes invoices and issues payments for expense claims, travel,
consultants’ fees

Financial Reporting and Audit

· Prepares reconciliation statements of bank account
· Prepares monthly expense statements
· Prepares weekly, monthly, quarterly and annual financial reports
reflecting funds received and spent

Human Resources

· Supervises and mentors staff of the financial unit
· Conducts annual performance assessment of subordinates

Functions:

· Implementation of Accounting Policies.
· Government and Development Agency Grants and its Management.
· Surplus Funds Accounting and its Investment.
· Cash Flow / Cash Management.
· Receivables of the Academy and its Management.
· Procurement Credit Management and its Accounting in line with the
Financial Rules.

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· Loans and Advances Accounting and its monitoring.
· Research and Consultancy Contracts / Proposals and its Accounting.
· Financial Reporting and Audit, as required by the Government
Financial Agencies and Donors

· Budget, Accounting System and Internal Controls

· Emoluments, pensions and allowances; and its Accounting.

· To supervise and strengthen the Fixed Assets Management System

. Develops internal control policies and procedures
· Examination of all proposals for the increase or reduction of taxation.

· Ways and Means, including levy of taxes, duties, cesses, etc.

· Appropriation and re-appropriations.

· Booking Keeping of all the Accounts / Entries and its Reconciliations

· Delegation of financial powers.

· Develops financial policies for implementation in the Academy.

• Identifies and manages financial, operational and regulatory risks.
• Examination and advice on matters affecting directly

Performance planning

The performance planning includes identifying the results behaviors and the
developmental goals for the upcoming evaluation period.

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Results
In setting the performance goals, there is a slight difference between permanent and
contractual employees. Permanent employees are given the long term targets ad
contractual employees may be given the targets for the shorter periods of time. As
mentioned in the critical analysis of HSA's performance management system
employees are not given a say in setting their goals targets. i.e there is no participative
goal setting rather the goals are just allocated to departments and employees. what
change HSA should bring here is that it must involve the employees in setting their
performance goals. If the employees are involved in setting their goals, they are more
motivated and committed to achieving those goals. Along with this, HSA must adopt
the diverging approach i.e. the employees must also be told that how the
accomplishment of their goals will lead towards the accomplishment of their unit's and
consequently the organizational goals.
The key accountabilities can be obtained from the job descriptions of the employees of
HSA. The objectives maybe set and assigned to the employees. But as HSA is a
service organization, the performance planning would include the discussion of results
but more focus would be on behaviors. What HSA is doing currently is that it is
focusing only on the behaviors and not on the results at all. So in performance
planning we suggest that HSA should determine and measure the required behaviors
but must not deprive the assessment from the discussion of results altogether. In the
new performance management system, there would be a section that focuses on
results as the employees must also be evaluated on targets assigned.
For an example of key accountabilities, let's take the example of Job Description of
Project Manager provided above. Some of her key accountabilities would be
• Delegation of work
• Management of financial resources
• Management of human resources
• Reporting on the progress of project
• Recording the lessons learnt

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Behavior
This part of performance planning includes identifying the desirable behaviors for
performing the job in question. As mentioned in the critical summary the behaviors are
evaluated in the annual performance appraisals of HSA and are taken as the
performance measurement criteria. One shortcoming that HSA needs to address here
is that employees do not know that how displaying the behaviors evaluated affect the
successful accomplishment of their targets and goals. The new performance
management system would establish a clear link between the desired behaviors
and goal accomplishment.

Developmental plan
As mentioned that at the start of each evaluation period, the developmental plan for
each employee of HSA are developed based on the appraisal of the previous
evaluation period. The supervisor identifies the areas where the employee's
performance is substandard and that can be improved with the help of different
developmental activities. Once the weak areas are identified, the supervisor informs
the employees about the areas that need improvement and ask him to suggest any
developmental activity that can improve his performance in that particular area. The
employee can select any of the developmental activities like courses, attending a
conference, getting a degree, workshops or temporary assignments. Once there is a
consensus on the areas that need improvement and the resources and strategies to
achieve that improvement, a formal developmental plan is developed.
One shortcoming in the developmental plan that the new performance
management system should address is the timeline for each developmental
activity. There is no time line provided in the developmental plan (termed as training
plan) of HSA.

Performance execution
In the performance execution component, the employees
of HSA will carry out the tasks assigned and try to reach

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the goals established. Again one problem lies in the
current component of performance management system
of HSA i.e. the employees do not receive ongoing
feedback on their performance and progress towards the
achievement of their goals. It may, at the end, result in
supervisor blaming the employee for his substandard
performance whereas he could have controlled it at the right moment by providing the
appropriate feedback.
The new performance management system would require the supervisors to observe
the employees' performance on an ongoing basis and keep track of both good and
poor performance. It would require the supervisor to provide feedback to the
employees on the continuous basis and see if the employees have the resources
needed to perform the tasks in the most efficient and effective manner.
Moreover the goals must be flexible and the supervisor must be able to update the
employees' goals in order to align them with the organizational goals, if there is
any change in the organizational goal and strategy.
In addition to this, the employees will be required to engage in realistic self
appraisal so immediate corrective action can be taken if performance is lacking.
Moreover they are required to share their performance data and solicit performance
feedback from their supervisor and peers on an ongoing basis.

Performance assessment
The performance of the employees of HSA is evaluated
by their immediate supervisors and their peers.
Referring to the flaw mentioned in the critical summary,
the new performance management system would require
the employees to carry out self assessment and fill the
same appraisal form for themselves that the supervisor
and peers would be filling. This would allow the
employees to identify the discrepancies between their

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self perceptions and what others think of their performan-
ce. Apart from this, through the self assessment, the employees would know how they
are progressing towards the achievement of goals and they can also solicit the
coaching when needed. Moreover with this self assessment, the final assessment
would not come as a surprise for the employees thus reducing the chances of their
defending and disagreeing with their evaluation.
Being the members of a service organization, HSA employees have to deal with many
stakeholders for different purposes. Such an organization should also use a 360
degree assessment of employees. But this should be used for the developmental
purpose only if the organization wants to receive the accurate evaluation. The new
performance management system would contain sections to be filled by the
subordinates and major donors of HSA. For example, the appraisal form of the Project
Manager would contain the sections to be filled by his subordinates and a section to
be filled by the USAID representative. This 360 degree assessment would not only
help develop the employees but also tell the employee about the expectations of all
the key stakeholders thus improving the chances of the employee to meet those
expectations.
Addressing the problem of annual appraisal mentioned in the critical summary, the
new performance management system would not include only the annual appraisals
rather it would be replaced with the semiannual performance assessments. This would
help reduce the time difference between the performance of task and receiving the
feedback. Moreover the time lag between a mistake and its remedy would also be
reduced. Setting semiannual goals would also help in more manageable goals as they
would consider the situational and environmental changes/factors better.
The new performance management system would also require the raters, be it
supervisors or peers, to receive the rater error training before they would actually rate
the performance. This would prevent the bias to be introduced in the evaluation
process. These training efforts would focus more on the frame of reference training as
compared to the behavioral observation training.
The new performance management system would require the raters to rate employees
only on those dimensions of which they have sufficient knowledge. For example,

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external customers and stakeholders cannot rate the employee on his internal
performance; similarly the internal employees cannot comment or rate the employee
on his interaction with the external parties.

Performance review
Performance review part of the new performance management system of HSA would
include three appraisal meetings per review period. The first
meeting would be conducted for the purpose of setting the
performance targets and formulating the developmental plan
for the upcoming review period. The developmental goals will be set mutually by the
employee and his supervisor and the developmental activities
to be undertaken by the employees will be agreed upon by
both the supervisors and the employees.
The next two meetings will be conducted at the end of the performance evaluation
period with a gap of a day or two. The first meeting would be self appraisal meeting in
which the employee would comment on his own performance and on how well he has
achieved the performance goals without any comments from the supervisor. This will
also help the supervisor in understanding if there are any contextual factors affecting
the employees' performance adversely.
The classical review meeting would let the supervisor give his comments and
feedback about the employees' performance and discuss the performance issues that
the employee might be facing. This review meeting will focus on the past and present.
For example, what goals were assigned to the employees, what is the level of
progress on those goals and what if any resources are needed to help employee
achieve the performance goals. As far as discussion about the future is concerned, it
will be carried out in the meeting described before i.e. for setting targets and
developmental goals. These meetings would help in the employees' acceptance of
their appraisal and more confidence in the performance management system.

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Performance renewal and re contracting

In the performance renewal and re contracting component of
the new performance management system, the practices would
remain almost the same as mentioned in the critical summary.
On the basis of performance appraisal, the employees' contracts would be renewed if
they are achieving the assigned targets. They would be given the training if the
performance is low because of factors under employees' control. If the employee is
unable to achieve the performance targets because of the factors beyond his control,
the goals would be revised and more realistic and attainable targets would be given to
employees.

Distributive and procedural justice
As mentioned in the critical summary, the employees of HSA
believe that there is a distributive and procedural justice in the
performance management system of Health Services Academy.
The new performance management system would reinforce the employees'
conception of the system as fair and unbiased.
To provide procedural justice, the new performance management would make sure
that it follows the procedures, to measure performance and the system for linking the
rewards to employees' performance, that are perceived as fair by the employees.
The appraisal meetings and the discussion of the employee performance with the
employees would provide the distributive justice as the employees would be able to
see how much effort they have put in, how the supervisors have rated it and what they
are getting in return for their performance.

Administrative decisions
The new performance management system at Health Services
Academy would affect the different administrative decisions
taken here.

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The performance appraisal would be used for the incentives of
the employees. In the case of contractual employees, different
rewards would be given to them. If they receive a favorable
evaluation for an evaluation period, they may get a bonus pay
depending on the decisions of the organizations hiring them e.g. Project Manager is
hired by USAID so if it decides (based on the evaluation) that he should receive a
bonus, then he will receive the bonus. The pay raise would also be given depending
on the evaluation of the employee and his competence. Contractual employees would
not be promoted based on the evaluation as they are on a contract for a limited time
period.
In the case of permanent employees, they would be given some incentive or
appreciation but their promotion would be dependent (as mentioned in the critical
summary) on the test that they would have to pass to be promoted to higher grade.

Communication plan
The new performance management system of Health Services Academy will be used
for the development of employees that will help in the effective
achievement of the overall organizational goals. The new performance
management system will support the organizational goals and
objectives by giving the employees what they need to reach the goals.
So we can say the new performance management system fits into our
goals and objectives, like for example, one of the objective of HSA
is to "Produce competent, committed and skilled public health professionals". By
identifying the developmental need as well as strengths of the employees, and by
providing the training and other developmental opportunities, HSA helps its employees
in becoming competent, committed and skilled professionals.
The new performance management system will help the HSA employees in being
more effective in whatever they do and to exceed their competencies as compared
with the people in the same line of business.
The new performance management system of HSA will be a lot simpler than the one
used previously as the new performance appraisal form can be generalized and used

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to rate the employees of all the three categories instead of any particular one. This will
help in the cross comparison of the employees. The review period will know be six
months instead of the yearly reviews. It will contain three meeting per review period.
The first meeting would be conducted for the purpose of setting the performance
targets and formulating the developmental plan for the upcoming review period. The
developmental goals will be set mutually by the employee and his supervisor and the
developmental activities to be undertaken by the employees will be agreed upon by
both the supervisors and the employees.
The next two meetings will be conducted at the end of the performance evaluation
period with a gap of a day or two. The first meeting would be self appraisal meeting in
which the employee would comment on his own performance and on how well he has
achieved the performance goals without any comments from the supervisor. This will
also help the supervisor in understanding if there are
any contextual factors affecting the employees'
performance adversely.
The decisions regarding the rewards, which includes incentives and bonus pay, will be
made on the basis of the information provided by the appraisal forms. The decisions
about the rewards will be taken at the end of each fiscal year i.e. after two evaluation
periods, and will depend on the average of the two evaluation scores.
The new performance management system requires the supervisors to observe their
subordinates performance on an ongoing basis and provide the continuous feedback.
The supervisors are also required to keep record of the incidents of the good and
substandard performance of the employees. Moreover the new performance
management system will also require the peers in the same and other departments, to
observe the performances of their peers and rate them. Each and every employee is
expected to start the required practices from the beginning of the next review period
i.e. from January 1st, 2011.
The new performance management system will have a direct link with other initiatives
such as training, workshops, courses etc. This is because the results of the
performance appraisal form will determine whether an employee needs any

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developmental activity, If yes, then which one, so that the organizational goals can be
achieved in an effective manner.

Appeals process
The new performance management system will include
an appeals process which will help in gaining the
employees' acceptance for the new system. In the appeal
process, the employee will be able to question the
judgmental issues mainly and not the administrative ones.
This is because the salary range of the government
employees depends more on their grades and whether HSA will be providing any kind
of bonus or incentives is upon HSA's discretion and the availability of funds.
If an appeal is filed, the senior team responsible for the effective implementation of the
performance management system will serve s a mediator between the employee and
the rater. The viewpoint of both will be gathered and analyzed. As a result, either the
employee will be explained the ground on which such rating is provided or the
supervisor will be asked to rate the employee fairly. If the disagreement persists, then
the appeal will be taken to the Executive Director of the Health Services Academy who
would use the votes of the senior management team and his judgment to give a final a
final and binding word. The appeals process will try its level best to provide justice to
the employees and resolve the differences at the initial stages so that the employees
perceive the system as fair.

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