Integrated Personnel Performance Management System (IPPMS) in the Philippine Army: Toward Organizational Development Framework

Abstract

The researcher aimed in this research work to assess the Integrated Personnel Performance Management System (IPPMS) Towards Organizational Development Framework.

The researchers will determine the following: (1) The respondent's profile based on age, Rank/position, Monthly income, Civil status, gender, length of service, and the number of years in the position. (2) The level of acceptance and understanding of the importance of IPPMS in Civilian HR Management and development in terms of Scope and strategies of performance evaluation or appraisal, Appraiser-appraisee coordination, Approaches to performance appraisal, Performance-based initiatives, Attributes evaluated in the performance appraisal; and Employees' perception of performance appraisal. (3) The level of implementation of the four (4)-stage process cycle of the performance management system based on Performance Planning and Commitment, Performance Monitoring and Coaching, Performance Review and Evaluation, and Performance Rewarding and Development Planning. (4) The respondents' quantity, quality, and timeliness performance. (5) The relationship between the profile of the respondents & their performance, the level of acceptance & understanding of the importance of IPPMS in Civilian HR Management and development, and the performance of the respondents; the level of implementation of the four (4)-stage process cycle of the performance management system and the performance of the respondents? (6) The observed and experienced challenges by the respondents in implementing the Integrated Personnel Performance Management System (IPPMS) of the Civilian Human Resources?

On the level of understanding and acceptance of the importance of IPPMS on Civ HR management and development, the "Performance-based initiative "variable obtained the lowest satisfaction rating. This means that the respondents do not understand and do not appreciate the variables considered or included.

On the level of implementation of the four-stage cycle process of IPPMS, some processes fell short of the expectation of the respondents. Some are not strictly implemented as they rate them as "high" or "moderate." If this is not addressed, this will create further distrust among the workforce regarding the integrity of the performance appraisal.

Analysis of documents was done, and based on the results, the 2nd level workforce outperformed the 1st level employees for three (3) consecutive years (6 rating periods). As brought out by numerous respondents, there was no validation of the results of the paper evaluation.

The correlation between the profiles of the respondents and their performance shows that age, civil status, length of service, and the number of years in the current position have a significant relationship with performance. As the workforce gets older, the lower their performance will be. On the other hand, as they stay longer with the organization, their performance will be higher.

All the variables on "performance-based initiatives" directly and significantly correlate with employee performance. The possible impact of the level of their understanding and acceptance of the performance management shows that some of the variables have a direct and significant relationship with their performance. Therefore, the organization's administration shall devise a strategy to increase the employees' understanding of the importance of the IPPMS for them to be able to increase their acceptance of the processes.

On the level of implementation of the four-stage cycle process, there seems to be laxity in how the management undertakes the performance management process. To maintain the credibility of the performance evaluation, strict implementation of such policies is encouraged. Close monitoring and coaching shall help the workforce increase their confidence in doing their tasks.

The top, pressing challenges or problems encountered in implementing the IPPMS are internal. If needed, these concerns can be quickly addressed by revisiting and revising the processes and strategies for conducting performance management. The administrators should set the tone by practicing "management by example." They should show their subordinates their sincerity in implementing the policy and processes of IPPMS.