Tutorial on Staff Performance Contracting · Tutorial on Staff Performance Contracting By: ... evaluation based on the performance contract shall contribute to 50% of the ... Using

Ref: JKU/2/053/030/1(91)

Tutorial on Staff Performance

ContractingBy:

Directorate of Performance

Contracting and Appraisal (DiPCA)

JKUAT

Ref: JKU/2/053/030/1(91)

Tutorial 3:Evaluation of Staff

Performance

Ref: JKU/2/053/030/1(91)Tutorial 3: Evaluation of Performance Contract

Performance Appraisal at JKUAT

JKUAT undertakes Staff Performance Appraisal using the modified 360 -Degree Feedback System that is integrated with Performance Contracting.The system takes into account not only personal attributes of the individualbut also their delivery of negotiated and agreed targets. This makes itpossible to clearly measure the contribution of individual members of staffto the overall performance of the University.

There are two instruments used in the appraisal of all staff in the University.The first instrument (F-2-70-13-1) is used by the Departmental evaluationcommittee, a peer, an employee working below rank of appraisee, customerand self to award scores on personal attributes. This part is coordinated bythe Human resource manager and shall carry 50% score which is brokendown as shown below. In the case of teaching staff, the customer score isobtained from the student lecturer evaluation coordinated by DAQA.

The second instrument (F-2-53-1-1) is used to assess staff on the basis ofnegotiated and agreed targets by the members of staff and their Heads ofDepartment. This is coordinated by DIPCA and shall carry 50% score. Thissecond instrument is the subject of this tutorial.

JKUAT is ISO 9001: 2008 Certified │Setting Trends in Higher Education, Research and Innovation3

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10)

CU

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Figure 1: Staff performance appraisal in the modified 360-degree system


Performance evaluation is the culmination of the process of performancecontracting and is carried out at the end of the Contract (after 30th June). Theevaluation based on the performance contract shall contribute to 50% of thePerformance Appraisal for the staff member during the Contract Period.

Performance evaluation is performed to establish the measurement of theextent to which a member of staff achieves negotiated performance targets. It isgrounded on a few fundamental principles:

It entails comparison of achievement to targets.

The achievement score is based on evidence provided.

Every indicator is assessed on the basis of targets, weights and units ofmeasurement and notes provided in the performance contract (F-2-53-1-1).

After confirmation of achievements with respect to targets scores arecomputed using a formula that is discussed below.

Computation of Scores

Computation of score is conducted in three steps as follows:

I. Calculate raw score:

II. Weighted score: multiply the raw score by their weight

III. Composite score: add the weighted scores of all targets

Evaluation of Performance



S.No Achievement Raw Score

1 More than 125% of the Target 5

2 Less than 125 % of the Target 1 + [((A/T)-0.25)/0.25]

A = Actual achievement; T= Target achievement

Where maximum Achievement is 100% of Target (i.e. target cannot be exceeded)

1 + [((A/T)-0.20)/0.20]

Calculation of raw score:

Calculation of the raw score is based on the Actual Achievement (A) as it relatesto the Target (T). For each indicator, a raw score shall be assigned based onpercentage as follows:

Table 1: Methodology for calculating the raw score of any achievement

The maximum raw score in this system is 5 for each indicator. There are threescenarios that may occur:

a) Any achievement that is 25% beyond the set target, i.e. if ActualAchievement/ Target (i.e. A/T) is 125% or more, the outright maximumscore of 5 is given. This applies for indicators whose achievement canexceed 100%.

b) If achievement can exceed 100% and the achievement is below 125% oftarget, the equation marked as (b) is applied. In this scenario it can be seenan achievement of 125% yields a raw score of 1 + [((125/100)-0.25)/0.25] = 5and 100% yields a raw score of 1 + [((100/100)-0.25)/0.25] = 4.

c) For Indicators where achievement beyond 100% is not feasible, theequation marked as (c) is applied. In this scenario it can be seen anachievement of 100% yields a raw score of 1 + [((100/100)-0.20)/0.20] = 5.

In the example carried over from Tutorial 2 the raw score is calculated byapplying the appropriate case scenario.

(a)

(b)

(c)



Performance Indicator Units Weight Target

1 Practicals conducted No. 3 63

2 Budgets for teaching materials prepared No. 1 3

3 Practical assessment administered % 2 100

4 Departmental equipment maintained % 2 100

5Inventory of laboratory reagents and consumables maintained

% 1 100

6 Incident/ occurrence records maintained % 1 100

TOTAL WEIGHT 10

Performance Indicator Units Weight Target Achieved

1 Practicals conducted No. 3 63 75

2 Budgets for teaching materials prepared No. 1 3 3

3 Practical assessment administered % 2 100 100

4 Departmental equipment maintained % 2 100 95

5Inventory of laboratory reagents and consumables maintained

% 1 100 100

6 Incident/ occurrence records maintained % 1 100 85

TOTAL WEIGHT 10

Table 2: Contract matrix

Table 3: Annual (4th Quarter) Report

The following steps are applied in calculating the raw score:

1. The performance contract is recalled to obtain the targets and weights.

2. The achievement in the Annual (4th Quarter) Report as confirmed by theHoD is used together with the corresponding target and weight tocalculate the raw score. Remember, all quarterly reports must besubmitted promptly and are used to monitor the progressiveachievement.

1

2



3. Using the appropriate formula for each indicator, the raw score calculated.

For example, indicator 1 is of case (b) type and the raw score is computed as

1 + [((75/63)-0.25)/0.25] = 4.8 OR 1 + [((119/100)-0.25)/0.25] = 4.8 .

Indicator 2 is of case (c) type and the raw score is computed as

1 + [((100/100)-0.20)/0.20] = 5. The case (c) formula also applies to indicators 3to 6 in this particular example.

Performance Indicator%

AchievedWeight Raw Score Weighted Score

1 Practicals conducted 119 3 4.8 = 3 x 4.8 14.3

2Budgets for teaching materials prepared

100*1

5.0= 1 x 5.0 5.0

3Practical assessment administered

100*2 5.0 = 2 x 5.0 10.0

4Departmental equipment maintained

95*2

4.8= 2 x 4.8 9.5

5

Inventory of laboratory reagents and consumables maintained

100*1

5.0= 1 x 5.0 5.0

6Incident/ occurrence records maintained

85*1

4.3= 1 x 4.3 4.3

Composite Score10

48.1

* Case (c)

Table 4: Evaluation of performance

Computation of weighted score:

4. A weighted score for each indicator is computed by multiplying the rawscore by the agreed weight of the indicator.

Computation of composite score:

5. A composite score for all indicators is computed by adding the weightedscores of all targets.

The score of 48.1 obtained in this example implies 48.1/50 as the performanceevaluation of this member of staff.

See a different example in the next page.

34

5



* Case (c)

Performance Indicator % Achieved Weight Raw Score Weighted Score

1 Cleaning Schedule prepared 100* 3 5 = 3 x 5.0 15.0

2 Dusting of desks and tables 100* 2 5 = 2 x 5.0 10.0

3 Removal of cobwebs 50 2 2 = 2 x 2.0 4.0

4 Mail delivered on time 90 2 3.6 = 2 x 3.6 7.2

5 Mail register updated daily 80 1 3.2 = 1 x 3.2 3.2

Composite Score10

39.4

Performance Indicator Units Weight Target Achieved

1 Cleaning Schedule prepared Date 3 July 5th 2015 July 5th 2015

2 Desks and tables dusted % 2 100 100

3 Cobwebs removed Number 2 4 2

4 Mail delivered on time % 2 100 90

5 Mail register updated % 1 100 80

TOTAL WEIGHT 10

Performance Indicator Units Weight Target

1 Cleaning Schedule prepared Date 3 July 5th 2015

2 Desks and tables dusted % 2 100

3 Cobwebs removed No. 2 4

4 Mail delivered on time % 2 100

5 Mail register updated % 1 100

TOTAL WEIGHT 10

Table 5(a): Contract Matrix

Table 5(b): Report

Table 5(c): Evaluation of Performance



Evaluation of the performance contract is coordinated by the Directorate ofPerformance Contracting and Appraisal (DiPCA) . It contributes 50% of theoverall staff appraisal.

6. Once DiPCA has computed the evaluation score for the member of staff, thescore is forwarded to the Human Resource Manager for compilation withthe other sections of staff appraisal as shown below:

EVALUATION MEASURESOURCE OF

SCORESTAFF

CATEGORY

SCORE

Awarded Max

Evaluation on Values and Staff Competency

SECTION II ALL 8.5 10

Peer Evaluation SECTION III ALL 7 10

Evaluation by Employees below Rank

SECTION IV ALL 8 10

Self Assessment SECTION V ALL 4.8 5

Customer Assessment (For Non-Teaching Staff

Student/Lecturer Evaluation (For Teaching Staff)

SECTION VI

DAQA

NON-TEACHING

TEACHING11 15

Score for Performance Contract DIPCA ALL 48.1 50

OVERALL SCORE 87.4 100

7. The Human Resource Manager receives scores from the various sections andcomputes the overall scores for each staff.

The score forwarded by the Directorate of Performance Contracting andAppraisal (DiPCA) is highlighted in Table. %. A member of staff who does notsign a performance contract or fails to submit quarterly reports automaticallygets a score of zero for performance contract section and is thereforedisadvantaged in the overall score.

Table 6: Evaluation of Performance



The sections referred to as Section I, II, through to VI are found in form F-2-70-13-1 that deals with personal attributes of the individual. This part iscoordinated by the Human Resource Manager and carries a total score of 50%.

The two parts of the appraisal system are thus combined by the HumanResource Manager to give a staff member’s overall appraisal score out of 100.

8. The Human Resource Manager assigns a performance grade based on theoverall score as follows:

OVERALL SCORE RANGE (%) GRADE

85 – 100 Excellent

70 – 84 Very Good

50 – 69 Good

40 – 49 Fair

0 - 39 Poor

Table 7: Performance grades

In the example provided above, the overall score of 87.4 falls in theExcellent category.

Using the steps provided herein. A member of staff should be able to performhis own self-evaluation.

Integration of performance contracting into the 360-degree appraisal systemincreases objectivity of the appraisal system through use of measurabletargets. It also enables linking appraisal to the mandate of the University andresponsibilities of the University staff.



Parties involved in Performance Appraisal

1) Appraisee (Individual Staff) Prepares, negotiates and signs performance contract with HOD Undertakes activities Prepares and submits reports Maintains evidence of activities and achievement Nominates appraisers

2) Head of Department Coordinates performance appraisal in their departments

3) Departmental Committees Conducts performance appraisal at the Department

4) DiPCA Coordinates individual staff performance contracts Receives and consolidates staff performance scores and forwards to

the HR Department Sensitize staff on performance contracting and appraisal

5) Directorate of Quality Assurance Coordinates student lecturer evaluation

6) Human Resources Department Coordinates evaluation of personal attributes Consolidates appraisal scores

For more information on the Staff Evaluation at JKUAT download the JKUATPerformance Appraisal Guidelines WI-2-53-1-1 from the DiPCA websitehttp://www.jkuat.ac.ke/directorates/dipca/. You may access this page from theJKUAT homepage sidebar and select Information for Staff > PerformanceContract & Appraisal. Alternatively under the menu “About JKUAT” selectDirectorates & Offices > Directorate of Performance Contracting and Appraisal.The document is found under Downloads and Resources > Staff PerformanceAppraisal Forms > Appraisal Guidelines.


http://www.jkuat.ac.ke/directorates/dipca/


Concluding Remarks on the Performance Contracting Process

Performance contracting:

Does not replace terms of service of employees;

Does not lead to punishment or dismissal;

Should be negotiated;

Enhances service delivery and accountability of JKUAT;

Helps staff in their personal development.

Performance Contracting complements existing systems at JKUAT

It does not change the working arrangements in the Departments;

HODs may still assign staff additional duties (not covered by thecontract) from time to time

Staff should make sure they prepare contracts which they will negotiate andsign with their HODs at the beginning of each FinancialYear (July/August)

12 JKUAT is ISO 9001: 2008 Certified │Setting Trends in Higher Education, Research and Innovation


Visit DIPCA in Case of Any Query


For further information, welcome to our offices in DiPCA House, next to Fundilima Sacco (Fedha House) in JKUAT, Main Campus. Contacts: Direct line: 020-2675850

Mobile: 0724944014 (Director)VoIP Extension lines: 1052-1059Email: [email protected]

Website: http://www.jkuat.ac.ke/directorates/dipca/

mailto:[email protected]

http://www.jkuat.ac.ke/directorates/dipca/

Documents

Tutorial on Staff Performance Contracting · Tutorial on Staff Performance Contracting By: ... evaluation based on the performance contract shall contribute to 50% of the ... Using