This document discusses performance management frameworks in the public sector. It begins by defining key concepts like performance management and performance appraisal. It outlines the objectives of performance management systems in improving organizational effectiveness. It then discusses Kenya's performance management system which includes work planning, competency assessment, performance appraisal, monitoring and evaluation, and rewards/sanctions. Some achievements of Kenya's system include political support, benchmarking sector standards, and driving flagship projects. Challenges include lack of sensitization, resources, and rewards for high performers. Overall, the document provides an overview of performance management theories and frameworks and highlights Kenya's implementation and achievements/challenges.

1. Gabriel Lubale
Performance Management Framework in Public
Service

2. Objectives
2
 To explain the concept of
performance management
framework in the public service.
 To discuss the challenges facing
implementation of PM in the Public
Service.
 To highlight the achievements /
Milestones of PM.

3. 3
THEORETIC FRAMEWORK FOR
PERFORMANCE MANAGEMENT

4. 4
Performance Management
Economic Policies Result - Based Management Performance Contracting, Rapid Results
Initiative and Performance Appraisal Systems
Human Resource Management
Human Resource Information Systems (HRIS), Recruitment and selection, Training and
Development, Performance management, Succession Management, Human Resource
Planning, Employee Relations, Employee Communication and Counseling, Compensation and Benefits
Management
Planning, Organizing, Staffing, Directing, Controlling, Re-engineering and Budgeting (POSDCORB)

5. THEORETIC FRAMEWORK FOR
PERFORMANCE MANAGEMENT
5
Definition - Performance
This is when an employee
accomplishes duties and
produces an outcome a
specified job or activity or task
during a specific time.

6. THEORETIC FRAMEWORK FOR
PERFORMANCE MANAGEMENT … CONTD
6
Definition – Performance Management
This is the total system of gathering information
on performance, Reviewing/evaluating
performance against the set standards, providing
feedback to the individual employees, Storing
information to improve institutional effectiveness.

7. THEORETIC FRAMEWORK FOR
PERFORMANCE MANAGEMENT … CONTD
7
To Introduce and manage a
systematic process for
improving organizational
performance by developing
the performance of
individuals and teams.

8. THEORETIC FRAMEWORK FOR
PERFORMANCE MANAGEMENT … CONTD
8
Purposes of Performance Management
1.Obtain better results from the organization, teams
and individuals by understanding and managing
performance within an agreed framework of planned
goals, standards and competency requirements.
2.Establish shared understanding of what is to be
achieved. Manage and develop people in a way that
ensures that it will be achieved.
3.Align individual objectives to organizational
objectives and ensure that individuals uphold
corporate core values.
4.Act as a lever for change.

9. Characteristics of Performance
Management
9

10. The Incidence and the Features in
Performance Management
10
 Past Performance review
 Objective setting
 Performance Management covers all jobs
 Personal development plans
 Performance improvement plans
 Performance Management in place for MTEF, MTP
and National Economic Blue prints
 Shared Values
 Competences
 Real-Time Reporting (360-degree feedback)

11. Case of the Kenya Public Service
11
 Work planning and setting of performance targets
 Assessing Values and competences
 Appraising Performance ( on-going and mid-year
Review)
 Monitoring and Evaluating ( PAS Form 1A
Quarterly Individual Performance Report and
PAS Form 1B Department / Division Report
 Rewards and sanctions

12. 12
Case of the Kenya Public Service … contd

13. 13
Case of the Kenya Public Service … contd

14. The Key Questions for
Performance Management
14
1. What do we mean by performance?
2. How can we identify good or poor
performance?
3. How can we establish the cause of good
or poor performance?
4. How can we motivate people to perform
well?
5. How do we deal with underperformers?
6. How can we do all this fairly and
consistently?
7. How do we achieve commitment from all

15. Performance Management
Processes
15

16. Performance Management
Processes… contd
16

17. Managing High Performing
Organizations
17

18. 18
APPLICATION FRAMEWORK FOR
PERFORMANCE MANAGEMENT

19. APPLICATION FRAMEWORK FOR
PERFORMANCE MANAGEMENT
19
Definition
Performance Management
The Public Service Commission of Kenya (PSC-K) in
2006 publication - “Human Resource Audit Manual”.
(PSC-K) lists Performance management (PM)
including Performance appraisal as a function of
HRM. The other functions of HRM are Human
Resource Information Systems (HRIS), Recruitment
and selection, Training and development, Succession
management, Harmonizing skills and
functions, Human resource planning, Employee
relations, Employee communication and
counseling, Salary administration Management of
change Compensation and benefits.

20. APPLICATION FRAMEWORK FOR
PERFORMANCE MANAGEMENT
20
Performance Management: Economic policies and
Implementation methodologies
In 2002 General Elections President Mwai Kibaki vied
on NARC Ticket and was elected the Third President
of Kenya for a term of five years, which brought to an
end the supremacy of the KANU, after being in power
for 40 years without any interruption. Other Titan
Politicians leading their Political Parties into Coalition
were: Raila Odinga, Charity Ngilu, Wamalwa
Kijana, George Saitoti, Kalonzo Musyoka. The NARC
was technically dissolved on the altar of the
Constitutional Referendum of 2005 that flopped after
“kitchen” Cabinet reneged on the MoU and a new
party was born - Orange Democratic Movement

21. APPLICATION FRAMEWORK FOR
PERFORMANCE MANAGEMENT
21
Performance Management: Economic
policies and Implementation
methodologies … Contd
During the Generation Election of 2007.
President Kibaki contested for the second and
final term on PNU another Coalition Political
Party Ticket. The General Election conducted
by ECK under the chairmanship of Mr.
Samuel Kivuitu Produced Election Results
disputed by ODM and confirmed to have been
incompetently done and devoid of integrity by
the Judge Johan Krieger's IREC and caused

22. APPLICATION FRAMEWORK FOR
PERFORMANCE MANAGEMENT
22
Performance Management: Economic policies and
Implementation methodologies … Contd
Coalition Governments implemented
Performance Management in the Public
Service is anchored in the National Economic
Blue Prints. It began with Economic Recovery
Strategy (ERS) for Wealth creation and
Employment. ERS was implemented from
2003 to 2007 and the current is Kenya Vision
2030 (KV2030) is being implemented in 5-
years phases. We are in first phase 2008-
2012.

23. APPLICATION FRAMEWORK FOR
PERFORMANCE MANAGEMENT
23
Result-Based Management
Result-Based Management (RBM) is the
foundation of Performance management in
the public service. RBM is defined as a
participatory team based approach designed
to achieve defined results by improving
programme and management
efficiency, effectiveness, accountability and
transparency.
(RBM Guide, Kenya 2005).

24. APPLICATION FRAMEWORK FOR
PERFORMANCE MANAGEMENT
24
The RBM policy framework in Kenya is based on
principles derived from benchmarking with the
Canadian and Swedish RBM models. Canadian
International Development Agency (CIDA). CIDA
defined RBM as “design to improve management
effectiveness and accountability by involving key
stakeholders in refining realistic expected
results, assessing and monitoring progress towards
achievement of expected results, integrating lessons
learned into management decisions and reporting on
performance”.
(CIDA 1996).

25. APPLICATION FRAMEWORK FOR
PERFORMANCE MANAGEMENT
25
The three Levels of Results for are Outputs
(Deliverables), Outcomes (Effects) and Impact. These
presented as a result chain.

26. APPLICATION FRAMEWORK FOR
PERFORMANCE MANAGEMENT
26
Result-Based Management: implementation
methodologies – RRI, P.C. and PAS
Rapid Results Initiative (RRI), Performance
Contracting (P.C.) and Performance Appraisal System
(PAS) provide a structured methodology for building
and practicing Results Based Management (RBM).
This methodology was required for successful
implementation of the Economic Recovery Strategy
for Wealth Creation and Employment (ERS) by the
Public Service. It is also required now us we
implement the Kenya Vision 2030.

27. APPLICATION FRAMEWORK FOR
PERFORMANCE MANAGEMENT
27
Result-Based Management:
implementation methodologies – RRI, P.C.
and PAS
RRI or Rapid Results Approach (RRA) is a
results-focused learning process aimed at
jump-starting major change efforts and
enhancing implementation capacity. RRI
tackles large-scale medium and long term
change efforts through a series of small-
scale, results-producing and momentum-
building initiatives. It the power behind the
approach is that stimulates “group adrenalin”

28. APPLICATION FRAMEWORK FOR
PERFORMANCE MANAGEMENT
28
Result-Based Management:
implementation methodologies – RRI, P.C.
and PAS .. contd
Performance Contracting is a management
tool for ensuring accountability for results by
public officials, because it measures the
extent to which targeted results are achieved.
After 12 months since the Public official
signed the negotiated agreement.

29. 29
Achievements / key milestones after
Implementation of Performance
Management

30. Results
30

31. Results …. contd
31

32. Achievements / key milestones
32
1. Gained Political support from the highest offices.
2. released Sector Performance Standards and benchmarked
against Key Results Areas for the various sectors of the
economy. It includes expected outcomes, performance
levels, bases for strategic plans development.
3. Engaged in driving achievement of flagship Kenya Vision
2030 projects e.g. Konza ICT City, the Lamu Port and
Transport Corridor.
4. rolled out an Information, Education and Communication
(IEC) Strategy e.g. Service Charter.
5. integrated the work of the Performance Contracting
Department with that of the Commission on Administrative
Justice and the Ethics and Anti - Corruption Commission for
the purpose of enhancing service delivery e.g. Judiciary Week
etc.

33. Achievements / key milestones …
contd
33
6. On the verge to bring on board the
remaining arms the Government (Judiciary
and Parliament).
7. Simplified and made more user – friendly
the performance evaluation methodology.
The evaluation methodology has
progressed to an extent that it is almost
wholly web-based. Public institutions are
now able to access the automated
processing IT platform and carry out in-
house evaluation .
8. kept pace with global developments in

34. Achievements / key milestones …
contd
34
9. Kenya is the leader of Performance
contracting system. This is management
accountability framework that has been
tested and recognized in Africa.
Tanzania, Uganda, Sierra Leone, and
Nigeria seeking assisted to follow us.
10.Kenya is lead champion in the
implementation of a “Performance
Management, Monitoring and
Measurement” guide in the Continent
under the auspices of the Conference of
African Ministers of Public Service chaired

35. 35
Challenges facing the
Implementation of Performance
Management

36. Challenges incidences in FY
2010/111
36
The two corporations did not give any credible
reasons for failing to yield to evaluation as is the
requirement for all public agencies.
1. University of Nairobi Enterprise Services.
2. Media Council of Kenya.
The defaulting Local Authorities are:
1. Homa Bay Municipal Council.
2. Tabaka Town Council. A visit to Tabaka Town
Council by the external evaluators prior to the
evaluation exercise encountered a deserted
station, save for a security guard.

37. Challenges incidences in FY 2010/2011
37
The following six (6) State Corporations did not sign
Performance Contracts.
1. Kenya Institute of Supplies Management.
2. Policy Holders Compensation Fund.
3. Anti-Counterfeit Agency.
4. National Council for Law Reporting.
5. Witness Protection Agency.
6. Kenya Sisal Board.

38. Big Question
38
Is failure to sign
performance contract
and/or to submit
performance reports for
evaluation is a flagrant
form of impunity?

39. Challenges
39
i. Lack of sensitization.
ii. lack of resources as well as
late release of funds.
iii. sabotage by the Stakeholders.
e.g. public banking and
investment sectors.

40. Challenges … contd
40
iv. lack of a well thought-out reward system
for the best performers by the
Government.
v. To fulfill the requirements of the
constitution, mainly the devolvement of
the system to serve County
Governments, and the imminent
extension to the other two arms of the
government - the Judiciary and the
Parliament.
vi. To expand from the tertiary sector to
cover all manner of public agencies in

41. Questions and Comments
41