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![Page 1: Prepared for delivery at the International Conference on Civil Servants’ Performance Appraisal in Issyk-Kul, Kyrgyz Republic on August 25, 2015 Pan Suk.](https://reader035.fdocuments.us/reader035/viewer/2022070400/56649ee55503460f94bf45e2/html5/thumbnails/1.jpg)
Prepared for delivery at the International Conference on Civil Servants’ Performance Appraisal in Issyk-Kul, Kyrgyz Republic on August 25, 2015
Prepared for delivery at the International Conference on Civil Servants’ Performance Appraisal in Issyk-Kul, Kyrgyz Republic on August 25, 2015
Pan Suk KIM
Professor of Public Administration
President, Asian Association for Public Administration (AAPA)
Fellow, National Academy of Public Administration (NAPA), USA
Yonsei University, Wonju Campus, South Korea
Pan Suk KIM
Professor of Public Administration
President, Asian Association for Public Administration (AAPA)
Fellow, National Academy of Public Administration (NAPA), USA
Yonsei University, Wonju Campus, South Korea
![Page 2: Prepared for delivery at the International Conference on Civil Servants’ Performance Appraisal in Issyk-Kul, Kyrgyz Republic on August 25, 2015 Pan Suk.](https://reader035.fdocuments.us/reader035/viewer/2022070400/56649ee55503460f94bf45e2/html5/thumbnails/2.jpg)
Performance Management: Need High Performers
2
If we can not see success, we can not reward it.
If we can not reward success, we are probably rewarding failure.
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Necessity of Performance ManagementNecessity of Performance Management
Improvement of administrative performance
Improvement of administrative performance
Strengthening of the government’s competitiveness
Strengthening of the government’s competitiveness
Effective allocation of national resources
Effective allocation of national resources
Administration focused on
input and process
Output- and outcome-oriented
administration
Paradigm ShiftParadigm Shift
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CountryCountry Related LawsRelated Laws
South South KoreaKorea
National Civil Service Act (1949)Local Civil Service Act (1963)
JapanJapanNational Civil Service Act (1947)Local Civil Service Act (1950)
ChinaChinaOrdinance of the Civil Service: 1993 Promulgated the Civil Servant Law in 2005 (effective in 2006)
VietnamVietnamOrdinance of the Civil Servants and State Employees (1998) Promulgated the Civil Service Law in 2008 (Effective in 2010)
* * HRM & HRD HRM & HRD OrganizationsOrganizations should be professionalized should be professionalized
Legal Foundations: Asian examplesLegal Foundations: Asian examples
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Organizational Foundation• Need a ‘Central Personnel
Agency”(separate ministry or commission for public personnel administration)
• South Korea: Ministry of Personnel Management (MPM: www.mpm.go.kr)
• Japan: National Personnel Authority (NPA; commission-type: www.jinji.go.jp)
• China: Ministry of Human Resources and Social Security (MOHRSS: www.mohrss.gov.cn)
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Core Laws and Decrees
• Civil Service Law and Its Follow-up Decrees:
• Performance Appraisal
• Compensation (pay, allowances, and benefits)
• Others6
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Two Levels of PM SystemTwo Levels of PM System
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It could be evaluated in terms of - major policy execution, - financial performance, and - other key areas:
personnelorganizatione-governmentquality of public serviceinnovation, etc.
Organization-Level PMOrganization-Level PM
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Individual-level Performance Appraisal (or evaluation) Systems in South Korea:
- Performance agreement: manager or higher-level officials
- Graphic rating scale method: middle and lower-level officials
- Supplementary methods: 360-degree (multi-rater) feedback, etc.
Individual Level PMIndividual Level PM
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Performance Appraisal based on Performance Agreement
10
Performance Goals
Appraisal Indicators
Major Performance
Indicators
(measuring
methods)
Tasks Results
Rater's Comments※ Job execution, organizational management, etc.
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This kind of performance appraisal system is based on the following two areas:
(1) One’s job performance (50 points)
(2) Job-fulfilling abilities (50 points) in terms of planning, communication, execution, cooperation, timeliness, teamwork, innovation, citizen-orientation, etc.
Graphic Rating Scale Method Graphic Rating Scale Method for Middle and Lower-Level Officialsfor Middle and Lower-Level Officials
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Application of Appraisal Results Meritocracy: Promotion and Pay
• Promotion Formula (Y) = A + B
• A: Performance Appraisal (70%)
• B: Work Experience (30 %)
• Note: The proportion of “A” can be used from 70% to 95 % upon the head of agency’s discretion.
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Appraisal Appraisal GradeGrade
Appraisal Appraisal GradeGrade
Excell-ent
(Grade S)
Excell-ent
(Grade S)
Outstan-ding
(Grade A)
Outstan-ding
(Grade A)
Normal
(Grade B)
Normal
(Grade B)
Unsatis-
factory(Grade
C)
Unsatis-
factory(Grade
C)
Payment Payment ScopeScope
Payment Payment ScopeScope
Top 20%Top 20% 30%30% 40%40% Bottom
10%Bottom
10%PerformanPerforman
ce Pay ce Pay RateRate
(of annual (of annual salary)salary)
PerformanPerformance Pay ce Pay RateRate
(of annual (of annual salary)salary)
15%15% 10%10% 6%6% 0%0%
Champion Mediocre
PRP Scheme for Senior OfficialsPRP Scheme for Senior Officials
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Appraisal Appraisal GradeGrade
Appraisal Appraisal GradeGrade
Excell-ent
(Grade S)
Excell-ent
(Grade S)
Outstan-ding
(Grade A)
Outstan-ding
(Grade A)
Normal
(Grade B)
Normal
(Grade B)
Unsatis-
factory(Grade
C)
Unsatis-
factory(Grade
C)
Payment Payment ScopeScope
Payment Payment ScopeScope
Top 20%Top 20% 30%30% 40%40% Bottom
10%Bottom
10%PerformanPerforman
ce Pay ce Pay Rate Rate (of (of monthly monthly salary)salary)
PerformanPerformance Pay ce Pay Rate Rate (of (of monthly monthly salary)salary)
185%185% 130%130% 85%85% 0%0%
Champion Mediocre
PRP Scheme (Bonus) PRP Scheme (Bonus) for Middle and Lower-Level Officialsfor Middle and Lower-Level Officials
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AppraisalAppraisal
MeasurabilityMeasurability
ParticipationParticipation RewardsRewards
High
Low
Meaningful
Not Meaningful
Unfair Fair
Low High
Type Type AA
Type Type DD
Type Type BB Type IType I
Type Type CC
Strategies to Utilize PRP Schemes: Strategies to Utilize PRP Schemes: Develop a Model CaseDevelop a Model Case
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Selection of Appraisal Methods
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Common Appraisal Errors
• Tendency of leniency (or tendency of strictness)
• Central tendency
• Halo effect (or horn effect)
• Personal bias or prejudice
17
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Forced Distribution
18
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1. People dislike to evaluate as well as to be evaluated in general.
2. The seniority-based system might be still prevalent in many organizations so that it is hard to change perception and behavior in the short term.
3. It is difficult to develop performance objectives and measurable performance indicators because the nature of public affairs is often hard to quantify.
Criticism from Government EmployeesCriticism from Government Employees
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Improve Pay System for Government Employees
Establish Effective Appraisals and Analyze Jobs
Differentiate among Performers
Communicate with Employees
Avoid Distorting Behavior
Strategies to Utilize PRP SchemesStrategies to Utilize PRP Schemes
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Key Lessons: Success Factors of PMKey Lessons: Success Factors of PM
President’s strong will
President’s strong will
Establishment as organizational culture
Establishment as organizational culture
Members’ active participation
Members’ active participation
Feedback on results (rewards, budget, personnel)
Feedback on results (rewards, budget, personnel)
Linking of missions, strategies and tasks
Linking of missions, strategies and tasks
Setting of reasonable Indicators
(measurability)
Setting of reasonable Indicators
(measurability)
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Implications and SuggestionsImplications and Suggestions
The strong will and support of the head of organization is important for the success of PM
Consensus-building among organization members regarding PM
Linkage between organization’s mission, goal with individual’s mission
Development and implementation of various financial and non-financial reward methods
Efforts to develop scientific and objective performance indicators
· Performance management (PM) is a tool, not an objective. ·The objective of PM is to improve organizational and/or individual performance and enhance global competitiveness of the whole organization.
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Books in EnglishBooks in English: he has published many books
Korean Public Administration (1997, 1999, Hollym)
Building e-Governance: Challenges and Opportunities for Democracy, Administration and Law (2005, IIAS & NCA)
Public Administration and Public Governance in ASEAN Member Countries and Korea (2009, Daeyoung)
Civil Service System and Civil Service Reform in ASEAN Member Countries and Korea (2010, Daeyoung)
Public Sector Reform in ASEAN Member Countries and Korea (2011, Daeyoung) http://www.seoulselection.com/bookstore/default/product_search.php?search=asean
Value and Virtue in Public Administration (2011, 2014, Palgrave Macmillan)http://www.palgrave.com/page/detail/value-and-virtue-in-public-administration-
michiel-s-de-vries/?K=9781137387981 Articles in English and Korean: he has published more than 200 refereed articles in Korea and overseas
Professor Pan Suk Kim’s E-mail: [email protected] or [email protected]
References: Professor Kim’s References: Professor Kim’s PublicationsPublications