III. SCOPEThe Rewards and Recognition Policy shall apply to all employees in thecareer and non-career service of the MNWD.All officials and employees regardless of age, sex, sexual orientation,gender identity or expression, marital status, pregnancy, physical features,impairment or disability, work-related injury, religious belief or activity,ethnicity, political belief, affiliation or activity shall be given equalopportunity to be given rewards and recognition based on performance,innovative ideas, inventions, superior accomplishments, exemplarybehavior and other personal efforts which contribute to the efficiency,economy or other improvement in the MNWD operations. IV. PROCEDURESThis section describes the procedures involved in one of the supportprocesses of the District which is the Rewards and Recognition. 3.1 Rewards and Recognition 3.2 DMA approves the list of employees for rewards and recognition. 3.3 HRD consolidates the list & submit to the R&R Committee. 3.4 R&R Committee reviews, deliberates and validates the list. 3.5 GM approves the list of nominated employees. 3.6 R&R Committee awards. 51 | P a g e
ENHANCED STRATEGIC PERFORMANCE MANAGEMENT SYSTEM (E-SPMS) In line with the Guidelines in the establishment and implementation of the Strategic Performance Management System (SPMS) provided under CSC MC No. 6 s. 2012, the Metropolitan Naga Water District hereby adopts the herein referred to as METROPOLITAN NAGA WATER DISTRICT ENHANCED STRATEGIC PERFORMANCE MANAGEMENT SYSTEM.I. CONCEPT 1.1 The E-SPMS concept is focused on linking individual performance with the MNWD’s organizational vision, mission and strategic goals. 1.2 This mechanism ensures that the employee achieves the objectives set by the organization and the organization on the other hand, achieves the objectives that it has set in its strategic plan.II. OBJECTIVES The E-SPMS shall be prepared and administered to: 2.1 Concretize the linkage of organizational performance with the Philippine Development Plan, the Strategic Plan, and the Organizational Performance Indicator framework; 2.2 Ensure organizational effectiveness and Improvement of Individual employee efficiency by cascading institutional accountabilities to the various levels of the organization anchored on the establishment of rational and factual basis for performance targets and measures; and 52 | P a g e
2.3 Link performance management with other HR systems and ensure adherence to the principle of performance –based tenure and incentive system.III. BASIC ELEMENTS The E-SPMS shall include the following basic elements: 3.1 Goal aligned to MNWD Mandate and Organizational Priorities. Performance goals and measurement are aligned to the national development plans, MNWD mandate, vision/mission, and strategic priorities and/or organizational performance indicator framework. Standards are pre-determined to ensure efficient use and management of inputs and work processes. These standards are integrated into the success indicators as organizational objectives are cascaded down to operational level. 3.2 Outputs/Outcomes-based. The system puts premium on major final outputs (MFOs) that contribute to the realization of organizational mandate, mission, vision, strategic priorities, outputs and outcomes. 3.3 Team-approach to performance management. Accountabilities and individual roles in the achievement of organizational goals are clearly defined to give way to collective goal setting and performance rating. Individual’s work plan or commitment and rating form is linked to the office/department/division work plan or commitment and rating form to establish clear linkage between organizational performance and personnel performance. 3.4 User-friendly. The forms used for both the organizational and individual performance are similar and easy to accomplish. The organizational and individual MFOs and success indicators are aligned to facilitate cascading of organizational goals to the individual staff 53 | P a g e
members and the harmonization of organizational and individual performance ratings. 3.5 Information System that supports Monitoring and evaluation. Monitoring and Evaluation (M&E) mechanism and Information System are vital component of the E-SPMS in order to facilitate linkage between organizational and employee performance. The M&E and Information System will ensure generation of time, accurate, and reliable information for performance monitoring/tracking, accomplishment reporting, program improvement and policy decision-making. 3.6 Communication Plan. A program to orient MNWD officials and employees on the new E-SPMS shall be implemented. This is to promote awareness and interest on the system, generate employees’ appreciation for the MNWD E-SPMS as a management tool for performance planning, control and improvement, and guarantee employees internalization of their role as partners of management and co-employees in meeting organizational performance goals.IV. SCOPE AND COVERAGE The E-SPMS shall apply to all employees in the career and non-career service of MNWD. All officials and employees regardless of age, sex, sexual orientation, gender identity or expression, marital status, pregnancy, physical features, impairment or disability, work-related injury, religious belief or activity, ethnicity, political belief, affiliation or activity shall be given equal opportunity during performance planning and commitment, performance monitoring and coaching, performance review and evaluation and performance rewarding and development planning. Every employee shall be informed of the result of the coaching process and the final performance rating immediately after each rating period. 54 | P a g e
V. RATING PERIOD Performance evaluation is done every six (6) months ending on June 30 and December 31 of every year.VI. PROCEDURES This section describes the procedures involved in one of the support processes of the District which is the Performance Management. 1.1 Strategic Performance Management System 1.1.1 GM sets the direction and management develops OPCR. 1.1.2 PMT reviews the OPCR and the GM approves OPCR. 1.1.3 Each Division submits DPCR target to PMT/CPU and IPCR target to HRD. 1.1.4 All employees prepares and submits monthly accomplishment report to HRD and Section Chief and DMA’s conduct coaching and mentoring sessions. 1.1.5 Employees below division managers prepare IPCR ratings. 1.1.6 Division managers discuss IPCR Ratings with staff and recommends learning and development interventions. 1.1.7 Division Managers prepare DPCR Ratings. 1.1.8 PMT reviews and evaluates DPCR and IPCR. 1.1.9 PMT rewards and recognition to R&R Committee. 55 | P a g e
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