This module addresses the Strategic Performance Management System (SPMS) that links employee performance with organizational performance. It ensures that the employee achieves the objectives set by the organization and the organization.
This module provides a comprehensive overview of the Performance Management System implemented at UPLB. It covers the full performance management cycle, including the formulation of performance targets, measurement of accomplishments, and evaluation processes. Additionally, the module discusses the use of the Individual Performance Commitment and Review (IPCR) form and the provisions of Civil Service Commission Memorandum Circular No. 03, s. 2005.
🔍 Let’s See What You Already Know!
Before we dive into the lesson, take this quick Pre-Test to assess what you already know. This diagnostic tool is not graded and is used solely for progress tracking. At the end of this module, you’ll take a similar quiz to see how much you’ve learned!
The University of the Philippines (UP) developed the Strategic Performance Management System (SPMS) to improve workplace harmony, promote employee welfare, and enhance public service efficiency, particularly for its administrative staff. The system aligns with UP’s goals of achieving both academic and operational excellence, while ensuring compliance with national civil service standards.
The UP SPMS builds on the earlier Performance Evaluation System (PES) used since 2001, and integrates lessons from pilot tests of the Office and Individual Performance Commitment Review (OPCR/IPCR) forms. Consultations with various constituent units and stakeholders helped shape the system to suit UP’s unique academic mandates.
Development began in 2013 in response to Civil Service Commission (CSC) Memorandum Circular No. 6, s.2012, which required all government agencies to implement an SPMS. UP’s System Personnel Committee (SPC) and Performance Management Teams (PMTs) drafted and circulated the initial system in early 2014. The design emphasized alignment with UP’s strategic goals and Major Final Outputs (MFOs).
Consultations with employee unions, including AUPWU and AUPAEU, were held in September 2014, resulting in a collaborative and inclusive system. President Alfredo E. Pascual then directed Chancellors to start implementing the UP SPMS by converting performance targets using the new OPCR and IPCR formats. The finalized version was submitted to the CSC and received initial approval in November 2014.
By March 2015, the final version—updated based on CSC feedback—was completed. At the same time, UP's Human Resource Information System (HRIS) was preparing to launch an online performance management module. Overall, the UP SPMS reflects the university’s commitment to modernizing performance evaluation through collaborative, strategic, and standards-based reforms.
The University of the Philippines SPMS shall have the following objectives:
a. To align the Office performance targets to the University's mission, vision, goals and strategic priorities as mandated by RA9500;
b. To align Individual performance targets with Office goals and priorities;
c. To encourage a team approach to performance management towards attainment of UP goals;
d. To institutionalize a system of accountability through performance management;
e. To be able to use the information gathered in human resource plans, development, management and decision making processes.
In accomplishing the UP SPMS Forms (CU Performance Commitment and Review (CU APCR) Form, Office Performance Commitment and Review (OPCR) Form and Individual Performance Commitment and Review (IPCR) Form), performance measures shall include any one, or a combination of the following categories:
Effectiveness/ Quality
The extent to which actual performance compares with targeted performance (can be measured by quantity). The degrees to which objectives are achieved and the extent to which targeted problems are solved. In management, effectiveness relates to getting the right things done.
Efficiency
The extent to which time or resources is used for the intended task or purpose. Measures whether targets are accomplished with a minimum amount or quantity of waste, expense, or unnecessary effort including time management skills.
Timeliness
Measures whether the deliverable was done on time based on the requirements of the law and/or clients/stakeholders. Time related performance indicators evaluate such things as project completion deadlines, and other time-sensitive expectations.
Tasks and targets for CUs, Offices/Units and Individuals will be submitted and approved by immediate supervisor online. This is done twice (2) a year, every January 1-15 and July 1-15.
A. Performance-Based Security of Tenure
Permanent appointments are subject to performance. Employees with one Unsatisfactory or Poor rating must undergo developmental interventions. Continued poor performance may result in being dropped from the rolls, with a written notice issued at least three months before the end of the rating period.
B. Eligibility/Qualification for Performance-Based Awards and Incentives
Performance-based incentives, such as bonuses and awards, depend on final ratings approved by the Head of Office. Outstanding ratings must be validated by the College/Unit PMT before awards are granted.
C. Personnel Actions
Performance ratings guide decisions on promotions, training, scholarships, and other personnel actions,.
Employees going on leave, travel, or training who meet the 90-day minimum rating period must submit ratings before departure.
If below 90 days, the previous rating applies.
Employees on detail/secondment are rated by the actual office of assignment, with ratings consolidated based on where they spent most of the rating period.
Unless justified and accepted by the CU PMT, non-submission of the Office Performance Commitment and Review (OPCR) form to the OVCPD or equivalent executive office responsible with CU plans and programs and the individual Performance Commitment and Review (IPCR) forms to the HRDO within the specified dates shall be grounds for:
a. Employees' disqualification for performance-based personnel actions which would require the rating for the given period such as promotion, training or scholarship grants and performance enhancement bonus, if the failure of the submission of the report form is the fault of the employees.
b. An administrative sanction for violation of reasonable office rules and regulations and simple neglect of duty for the supervisors or employees responsible for the delay or non-submission of the office and individual performance commitment and review report.
c. Failure on the part of the Head of Office to comply with the required notices to their subordinates for their unsatisfactory or poor performance during a rating period shall be a ground for an administrative offense for neglect of duty.
Rules on the Probationary Period for Permanent Appointment in the Career Service
Purpose
Aims to ensure that employees meet the minimum requirements, demonstrate capability, and adhere to standards of performance before being granted permanent civil service status.
This Circular applies to:
Yes, Individuals first appointed to permanent positions in the career service, whether professional or sub-professional.
This Circular does NOT apply to:
No, Employees with temporary, provisional, co-terminous, contractual, or fixed-term appointments
No, Appointees who are promoted, transferred, or reappointed to another position with permanent status (they are not subjected to a new probationary period)
A period of six (6) months counted from the date of assumption of duty, not from the date of issuance or approval of the appointment.
Serves as a testing period to assess the employee’s competence, conduct, and potential for regular service.
Setting Standards
Each agency must define performance standards, duties, and objectives for the position.
Standards must be specific, measurable, achievable, realistic, and time-bound (SMART).
Evaluation Schedule
The probationary employee is evaluated twice:
First evaluation: at the end of the 3rd month
Second evaluation: at the end of the 6th month
Supervisors are required to submit a written evaluation report using the agency’s performance appraisal system.
Responsibility
The immediate supervisor is primarily responsible for evaluating the probationer.
The report must be submitted to the head of office or personnel division.
Possible Outcomes
Successful Completion
If the probationer receives satisfactory or above-satisfactory ratings in both evaluations, they are considered to have:
Met all job requirements and standards
Successfully completed the probationary period
Becomes a permanent employee without need for a new appointment
Non-Completion (Failure)
If the probationer receives unsatisfactory or poor ratings, the appointment can be terminated:
Anytime within the 6-month period
No requirement for a formal hearing or due process
The decision is based on performance, not disciplinary action.
Note: Probationary appointments do not carry security of tenure; hence, termination during the period is not appealable to CSC unless bad faith or discrimination is proven.
Agencies must maintain copies of performance evaluation reports for audit and reference.
After successful completion, a Notice of Completion of Probationary Period should be issued by the head of agency.
A certification that the appointee has met the performance standards is submitted along with:
The approved appointment form (CS Form 33)
Performance reports
Other supporting documents as required by CSC
The agency head, through its HR/personnel unit, ensures compliance with these rules. They are also accountable for:
Implementing fair and objective evaluations
Ensuring clear performance expectations
Preventing abuse or arbitrary termination
The Circular took effect 15 days after publication in a newspaper of general circulation and upon filing with the UP Law Center.
🎯 Time to Show What You’ve Learned!
You’ve reached the end of the module, great job! Now it’s time for the Post-Test. This quick check will help you see how much you’ve learned along the way. No grades, no pressure, just a chance to reflect on your progress and celebrate how far you’ve come!
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Module 6: Merit Selection Plan
