Strategic Performance Management System of the Department of Trade and Industry Caraga Towards Improved Agency Performance
List of Authors
Fritzie Rose G. Ilagan, Rosario B. Heria
Keyword
SPMS, Performance Management, DTI Caraga, Public Sector Efficiency, Goal Setting, Organizational Performance, Public Service Delivery
Abstract
This study evaluated the implementation of the Strategic Performance Management System (SPMS) at the Department of Trade and Industry (DTI) Caraga to assess its impact on employee performance and overall agency outcomes. SPMS, a framework implemented by the Civil Service Commission, aligns individual performance with organizational goals to improve public sector accountability and efficiency. The study employed a descriptive-correlational research design, utilizing both quantitative and qualitative data collected through surveys, document analysis, and thematic analysis. Key findings revealed that SPMS was positively received, with employees agreeing that goal setting and feedback mechanisms were generally effective, although areas such as coaching and feedback processes require improvement. Despite the system's success in aligning employee performance with DTI Caraga’s strategic objectives, Pearson’s correlation analysis indicated no significant relationship between goal setting and overall agency performance. While challenges like resource gaps and communication issues were present, regression analysis showed that these challenges did not significantly affect organizational performance. The study concluded that while SPMS contributes to improved performance management, enhancements in training, feedback, resource allocation, and communication are necessary to optimize its effectiveness. These findings provide valuable insights for public sector agencies aiming to improve performance management systems and align employee contributions with strategic goals.