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served as the cornerstone of this manual.

With the attainment of quality, effectiveness and timeliness as the core of its activities, the university
has reviewed the performance of the various faculty and non-teaching offices and levelled-off expectations among
its staff. After such, target setting and determination of strategic and core outputs of points was made thru the
Office Performance Commitment and Review (OPCR) form and the Individual Commitment and Review
(IPCR) form. It is expected that the new SPMS shall create a demand-driven and output-based environment
and culture of service delivery. Underscoring the premise of outputs, the new system for all employees of the
Isabela State University has spelled tangible outputs, methods and mechanisms of gauging effectiveness, in
line with the delivery of the different functions.

USES OF PERFORMANCE RATING

o Security tenure of those holding permanent appointments is not absolute but is based on
performance. Employees who obtained Unsatisfactory rating for one rating period or exhibited poor
performance shall be provided appropriate developmental intervention by the Head of Office and
supervisor, in coordination with the HRM Office, to address competency-related performance gaps.
o If after advice and provision of developmental intervention, the employee still obtains Unsatisfactory
ratings in the immediately succeeding rating period or Poor rating for the immediately succeeding rating
period, he/she may be dropped from the rolls. A written notice/advice from the head of office at least
3 months before the end of the rating is required.
o The performance ratings shall be used as basis for promotion, training and scholarship grants and
other personnel action.
o Officials and employees who shall be on official travel, approved leave of absence or training or scholarship
programs and who have already met the required minimum rating period of 90 days shall submit the
performance commitment and rating report before they leave the office.
o For purposes of performance-based benefits, employees who are on official travel, scholarship or
training within a rating period shall use their performance ratings in the immediately preceding rating
period.

Legal Basis:

CSC Memorandum Circular No. 6, s. 2012
Section 5, AO 241
AO 25 dated December 21, 2011
CSC Resolution No. 1200481 dated March 16, 2012

All agencies should have a CSC – approved SPMS by January 2014. Accordingly, by January 2015,
all performance based human resource movements and/or developments/interventions such as promotion,
scholarship, training and rewards incentives shall only be based on a CSC approved SPMS under these guidelines.
Non submission and approval of SPMS shall constitute as ground for the following:

1. Disapproval of promotional appointments and other personnel actions requiring performance-
based ratings;
2. Non-approval of other proposed personnel mechanisms; and
3. Downgrading of the agency‟s accreditation

CONCEPT
The SPMS is focused on linking individual performance vis-à-vis the agency‟s organizational vision,
mission and strategic goals. It is envisioned as a technology composed of strategies, methods and tools for
ensuring fulfilment of the functions of the offices and its personnel as well as for assessing the accomplishments.
It is a mechanism that 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 itself in its strategic plan.

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