performance management policy...the performance management system in the authority is a mechanism...
TRANSCRIPT
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PERFORMANCE MANAGEMENT
POLICY
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Table of Contents FOREWORD ............................................................................................................................................... 4
ACKNOWLEDGMENT ................................................................................................................................. 5
Policy Draft Team. ....................................................................................................................................... 5
PERFORMANCE MANAGEMENT POLICY ................................................................................................. 6
1.1: INTODUCTION To PERFORMANCE MANAGEMENT ......................................................................... 6
1.2: FUNDAMENTAL TO THE APPROACH IS: ........................................................................................... 6
1.3: AIM: ...................................................................................................................................................... 6
2.0: POLICY THRUST ................................................................................................................................. 7
3.0: SCOPE OF POLICY ............................................................................................................................ 7
4.0: POLICY FRAMEWORK ........................................................................................................................ 7
5.0: ROLES AND RESPONSIBILITIES ........................................................................................................ 7
5.1: MANAGEMENT. ................................................................................................................................... 7
5.2: HUMAN RESOURCES DEPARTMENT /UNIT ...................................................................................... 7
5.3: LINE MANAGERS:................................................................................................................................ 8
5.4: STAFF: ................................................................................................................................................. 8
6. THE BENEFITS OF PERFORMANCE APPRAISAL ................................................................................ 8
6.1: BENEFITS OF PERFORMANCE APPRAISAL TO THE INDIVIDUAL STAFF ....................................... 8
6.2: BENEFITS OF APPRAISAL TO THE LINE MANAGER ........................................................................ 8
6.3: BENEFITS OF APPRAISAL TO THE MENTAL HEALTH AUTHORITY. ............................................... 8
7.0: PERFORMANCE MANAGEMENT PROCESS ...................................................................................... 9
8.0: OBJECTIVE SETTING .......................................................................................................................... 9
9.0: PERFORMANCE APPRAISAL FORM .................................................................................................. 9
10.0: CONTINUOUS MANAGEMENT .......................................................................................................... 9
10.1: THE CONTINUOUS MANAGEMENT CYCLE ................................................................................... 10
11.0: ANNUAL APPRAISAL ....................................................................................................................... 10
11.1: REGULARREVIEWS ........................................................................................................................ 10
11.2: MID YEAR REVIEW ......................................................................................................................... 11
12.0: SUBMISSION OF THE APPRAISAL FORMS ................................................................................... 11
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13: SUBMISSION OF THE APPRAISAL REPORT .................................................................................... 11
14.0: RECORD KEEPING .......................................................................................................................... 11
15.0: NECESSARY APPRAISAL RECORDS ............................................................................................. 11
16.0: HANDLING DISAGREEMENTS ........................................................................................................ 12
PROCEDURES ......................................................................................................................................... 12
ANNUAL STAFF PERFORMANCE APPRAISAL FORM ............................................................................ 14
Period OF APPRAISAL: FROM (Month &Year)……………………... .......................................... 14
REFERENCE ............................................................................................................................................. 23
ABBREVIATION ........................................................................................................................................ 23
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FOREWORD The culture and ethics of the Authority is underpinned by the welfare and safety of clients. We promote respect for all clients irrespective of their social status or medical condition. The Performance Management System in the Authority is a mechanism which is put in place to ensure optimal work output from staff. This policy aims at improving performance of staff of the Authority in a systematic and sustainable manner, by inculcating a culture of accountability in every member of staff. The implementation of this Performance Management System (PMS) involves both appraiser and appraisee agreeing on set performance targets and objectives Regular progress review of set targets and objectives by the appraiser helps to know the areas of challenges and take remedial actions timeously to address it. All workers are urged to embrace the Core Values, Mission and Vision of the Authority, and shed attitudes which are not in consonance with the direction of the Authority.
Dr. Akwasi Osei
Chief Executive
Mental Health Authority
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ACKNOWLEDGMENT Appreciation goes to the following technical team who reviewed the draft policy.
1. Dr. Akwasi Osei - Chief Executive, MHA
2. Dr. Caroline R. Amissah - Deputy Chief Executive MHA
3. Dr. Ken Sagoe - Health Systems Consultant
4. Mr. Simon Dzokoto - Health Systems Consultant
5. Mr. Morlo Ernu Annor - Former, Head of Industrial Relations, GHS
6. Mr. Obeng Asomaning Williams - Deputy Director HR, MHA
7. Mr. Zanu Dassah - Deputy Director Training & Development, GHS
8. Mrs Priscilla E. Tawiah - Deputy Director Community Care, MHA
9. Mr. Franklin Sarfo - Ag Director, PPME, MHA
10. Mr. Eric Kwabia – e-Health and tele-nursing Coordinator, HTIS,MOH
11. Mr. Agyemang Karikari Marfo – IT. Manager, HTIS,MOH
12. Ms. Evelyn Can-Tamakloe – Administrative Manager MHA
13. Ms. Elizabeth Efua Cofie – Senior Human Resource Manager, MHA
14. Ms. Patience Fosu-Peters – Senior Human Resource Manager, MHA
15. Ms. Gifty Clottey – Senior Executive Officer, MHA
16. Mr. Francis Backah – Head of HR. Pantang Hospital
17. Mr. Moses Kpo – Head of HR, Ankaful Psychiatric Hospital
18. Ms. Elizabeth Matti – Human Resource Manager, APH
Policy Draft Team.
1. Dr. Caroline R. Amissah - Deputy Chief Executive MHA
2. Dr. Kwadwo Obeng - Ag Hospital Director, Ankaful Psychiatric Hospital
3. Mr. Morlo Ernu Annor - Former, Head of Industrial Relations, GHS
4. Mrs. Elsie Okoh – Regional HR Manager, Eastern Region, GHS
5. Mr. Kwaku Brobbey – Head of Communication, MHA
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6. Mr. Seth Agblemor – Director Audit, MHA
7. Mr. Yaw Agyei Wiredu – Director Finance, MHA
8. Ms. Evelyn Can-Tamakloe – Administrative Manager MHA
9. Ms. Elizabeth Efua Cofie – Senior Human Resource Manager, MHA
10. Ms. Patience Fosu-Peters – Senior Human Resource Manager, MHA
11. Mr. Francis Backah – Head of HR. Pantang Hospital
12. Mr. Moses Kpo – Head of HR, Ankaful Psychiatric Hospital
13. Ms. Elizabeth Matti – Human Resource Manager, APH
14. Ms. Dorcas Ansong – Administrative Manager, MHA
15. Mr. David Dandzumah Salifu – Head of HR, APH
16. Ms. Gifty Clottey – Senior Executive Officer, MHA
PERFORMANCE MANAGEMENT POLICY
1.1: INTRODUCTION TO PERFORMANCE MANAGEMENT Performance management helps to create a common understanding about the Organizational objectives and values. It also helps teams and individuals to focus on the achievement of the organization’s goals.
1.2: FUNDAMENTAL TO THE APPROACH IS: i. An agreement between the staff and manager about what is to be achieved, to what
standard, how and by when, by setting clear objectives.
ii. An agreement between the staff member and manager in relation to the skills, knowledge
and competencies needed to achieve these objectives
iii. support from the manager to ensure the development of individual skills..
iv. regular, joint review of progress against the agreed objective to ensure continuous
improvement of performance.
1.3: AIM: The aims of performance management in MHA are to:
i. Promote good management practices and reinforce our vision, mission and values.
ii. Ensure MHA provides consistent and quality Mental Health services.
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iii. Deal promptly and effectively with performance issues and improve on individual
performance.
iv. Encourage and support personal development and organizational learning.
v. Enhance employee productivity
vi. Promote job satisfaction in a motivating environment
vii. recognize and reward good performance; manage and sanction non-performance.
2.0: POLICY THRUST The purpose of the policy is to ensure as hared understanding of the performance management processes, clarifying the roles, responsibilities and expectations of the key stakeholders.
3.0: SCOPE OF POLICY The broad principles of the policy apply to all staff employed by the Authority.
4.0: POLICY FRAMEWORK The policy is underpinned by Mental Health Authority’s vision, mission and core values and good management practice. The Performance Appraisal System shall be based on openness and staff shall be entitled to see all sections of their completed Appraisal Forms. The Authority shall also be fully committed to ensure that the process will not be used to victimize any member of staff.
5.0: ROLES AND RESPONSIBILITIES
5.1: MANAGEMENT. i. Provide logistics to facilitate implementation of the policy.
ii. Actively involve themselves in the implementation of the policy.
iii. Champion the staff performance appraisal system.
5.2: HUMAN RESOURCES DEPARTMENT /UNIT I. Ensure that the policy is implemented consistently throughout the MHA II. Offer technical support to managers and staff in the interpretation and implementation of the
policy. III. Advise on all aspects of performance management. IV. Submit summarized appraisal report to management. V. Ensure periodic dissemination of the policy
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5.3: LINE MANAGERS:
I. Implement and adhere to the policy, principles and procedures. II. Maintain confidentiality.
5.4: STAFF: I. Participate in the process. II. Adhere to the policy, principles and procedures.
III. Maintain confidentiality.
6. THE BENEFITS OF PERFORMANCE APPRAISAL If carried out effectively, a performance management process will provide benefits for the Individual staff, the line manager and the Authority.
6.1: BENEFITS OF PERFORMANCE APPRAISAL TO THE INDIVIDUAL STAFF i. The employee receives valuable feedback on their performance.
ii. The employee can discuss in-depth; precisely what is expected of him.
iii. The employee gains recognition for his efforts.
iv. Any problems restricting the employee’s progress can be recognized and addressed.
v. The employee has the opportunity to formally discuss their development and training
needs with their bosses.
6.2: BENEFITS OF APPRAISAL TO THE LINE MANAGER i. It enables the manager to identify high performing staff.
ii. Helps the line manager to build good rapport with subordinates
iii. Helps the line manager to identify training and development needs of the staff
iv. Focus on each member of staff as an individual, and agreed actions to develop each
individual’s performance can contribute to better overall performance in the line
manager’s area of responsibility.
6.3: BENEFITS OF APPRAISAL TO THE MENTAL HEALTH AUTHORITY. i. Increase productivity
ii. Problem areas can be highlighted and possible solutions discussed
iii. Improve staff motivation
iv. Protect MHA from lawsuit
v. The training needs can be analyzed for tailored made training to be conducted
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7.0: PERFORMANCE MANAGEMENT PROCESS
This is an ongoing process of communication between a supervisor and an employee that occurs throughout the year, in support of accomplishing the strategic objectives of the MHA. This could be achieved through planning, objective setting, performance appraisal meeting, monitoring and evaluation, reporting/feedback, performance improvement plan. The following is a broad outline of the key aspects of the performance management process.
8.0: OBJECTIVE SETTING
At the beginning of the year or the start of employment, objectives shall be discussed and agreed with the individualandtheirlinemanagerbasedontheirjobresponsibilitiesandthe departmental objectives.
9.0: PERFORMANCE APPRAISAL FORM
The Appraisal Form provides a formal record of what has been agreed upon between the manager /supervisor and the subordinate at the Appraisal Meeting. The individual’s objectives must be developed in the context of overall MHA / Facility / Department and /or team objectives and the job responsibilities. The objectives must be specific, measurable, achievable, realistic and time bound (SMART).
10.0: CONTINUOUS MANAGEMENT Continuous management is a process of regular review and monitoring of performance throughout the year. The process involves:
i. Regular and constructive feedback from the manager on progress against objectives,
adjusting the objectives if necessary and identifying the actions needed by the individual
and/or manager to ensure that the objectives are met.
ii. Actively learning from experience through the analysis of what went well or what could
have been improved, why and what needs to be done differently in the future.
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iii. Dealing with performance problems as and when they arise, so that they can be resolved
quickly and effectively.
10.1: THE CONTINUOUS MANAGEMENT CYCLE
11.0: ANNUAL APPRAISAL
Annualappraisalistheopportunitytoevaluateperformanceovertheprevious 12 months and agree on the objectives for the next 12 months.
11.1: REGULARREVIEWS
This is an ongoing monitoring and review of performance by ensuring that the employee is on course to achieve the set target. The manager and the individual shall agree on the regularity of these meetings and hold them as often as necessary e.g. daily, weekly or monthly depending on the nature of the work and the support and supervision needed.
Mid-year
review
Regular
review/feedback
Regular
review/feedback
Annual
Appraisal
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11.2: MID YEAR REVIEW
This occurs mid-way through the 12 month cycle. It is an important opportunity to review and monitor overall progress, identify and deal with any performance issues. It provides feedback and enable us to adjust priorities, plans, workloads and time scales to ensure achievement of the objectives in the next 6 months.
12.0: SUBMISSION OF THE APPRAISAL FORMS
Managers and supervisors shall submit copies of completed appraisal forms to Human Resource Departments/Units.
13: SUBMISSION OF THE APPRAISAL REPORT
The Head of Human Resources shall submit summarized appraisal report to management.
14.0: RECORD KEEPING
Goodrecordkeepingisacriticalpartofperformancemanagementforanumberof reasons:
i. Tobeabletomonitorprogressovertimeagainstobjectivesanddevelopment plans.
ii. To ensure any agreements made are clear and open to scrutiny if necessary, for example,
in cases of disagreement, management of poor performance and the use of disciplinary
and grievance procedures.
iii. As a point of reference when considering reward decisions
15.0: NECESSARY APPRAISAL RECORDS
Records of all review meetings should be kept as follows:
i. Completed Appraisal forms:
The annual appraisal forms should be completed, agreed, and signed by all relevant parties.
ii. Notes of Regular reviews:
Notes of the regular review meetings should include feedback and action points and must be kept by both the manager and the individual for reference.
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For all staff a copy of the appraisal, will be kept in the personal file, held by the HR.
iii. Mid-Year Review Forms :
Minutes of the mid-year review, including feedback, agreed actions, adjustments to the work plan.
16.0: HANDLING DISAGREEMENTS
i. If at any point in the process there are disagreements, or issues affecting the working relationship, between the appraiser and the appraise, should be raised it first instance in view meetings and both parties should chart the way forward to resolve it.
ii. If the matter cannot be resolved in this way, counter-signing officer should intervene.
PROCEDURES
Step 1
Both the appraiser and appraisee should be conversant with the performance management policy guideline
and appraisal guidance note
Step 2
The Human Resource Department completes the sections of appraisal form that requires the personal
information/data of an appraisee and submits to the respective appraisers (managers/supervisors) by the end
of December each year.
Step 3
The Appraiser defines the overall requirements of the job based on the job description by the end of February
and
a. identifies three to five key results areas with the appraisee
b. explains how the competences are going to be rated
c. discuss and agree on resources required for attainment of targets
Step 4
The Appraiser ensures that resources require to perform the task are available and are provided on time. Step 5 The Appraiser assesses and reviews progress of appraiser’s performance and completes the mid-year review form by the end of July. Step 6
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The Appraiser continuously support, mentor, coach, monitor and provide constructive feedback to the appraise Step 7 The appraiser sets the date, venue and time to meet the appraisee for the Annual Appraisal Performance and informs the appraisee at least one week in advance. The appraiser informs the appraisee when there is a change in the meeting schedule Step 8 (before the meeting) The appraiser should write down on a separate sheet appraiser’s
a. performance in terms of targets achieved and targets not achieved with reasons b. performance in terms of competences demonstrated and competences not demonstrated
with reasons Both the appraiser and appraisee shall complete Form 1Bto guide the discussion. Step 9 (during the meeting)
a. the appraiser should welcome the appraisee and state the purpose of the meeting b. discuss the target achieved one after the other c. discuss target not achieved on after the other d. discuss competencies demonstrated one after the other e. discuss competencies not demonstrated one after the other f. summarize his observation and communicate to the appraisee g. appraiser rates appraisee as per the appraisal format h. the appraisee reacts to the appraisers’ observations on his performance and rating i. both the appraiser and appraisee identify training needs and complete the personal
development plan. j. The appraiser and the appraisee sign the end of year performance appraisal form
Step 10 Human Resource manager analyzes and submits a report on all the performance appraisals to the Chief Executive through the head of facility. Step 11 The Director Human Resource ensures that recommendations made in the performance appraisals are approved by management and implemented.
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ANNUAL STAFF PERFORMANCE APPRAISAL FORM (This should be completed on an annual basis)
Period of Appraisal: From (Month &Year)…………………………… to ……………………...
Date of Appraisal:………………………………………………………………………………………….
SECTION A.
Personal Data (to be completed by the Appraisee):
Employee Number
Surname…………………………………………. Other
Names..……………………………………………………………………
Date of Birth………/……………/…………….. Gender:
Type of institution:
Mental Health Authority-HQ Regional Health Directorate
Hospital District Health Directorate
Full Name of Station……………………………………………………………….…………………
Date should be completed as dd /mm/ yyyy
Date of 1st Appointment: ………………Date of Current Appointmen:t.……….………………
Current Job Title/Position………………………………… Present Grade:…………………………
Profession …………………………………………...……………………Specialty………………..
Basic Qualification (Professional / Academic)……………………………………… Year……………….
Additional Qualification(s)………………………………………………………………….. Year…………
Current Salary Level/Band……………………………….. Current Step………………...………………
F M
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SECTION B: Setting of New Objectives and Assessment of Performance
(To be completed by the Appraiser/Supervising Officer - Refer to the instructions at the bottom of this page)
No. Annual Objectives/Targets(list at least 2
objectives/targets
for the next 12 months)
Key Activities (to achieve objectives/targets& linked to job
description)
Annual Ratings
(mark with a √ symbol) Comments
1 2 3 4 5 1.
2.
3.
AverageScore for Assessment of Performance in Section B: x/N Add (+) together each rating. This will give you a total score.
Divide (÷) this total score by number of objectives. This will give you an average rating for the Appraisee.
Place this overall average rating in the relevant box below by using a tick (√).
This reflects the average performance of the Appraisee in Section B. For example, if the total score of the Appraisee is 3.4. The Appraiser’s average score would be “Good”
Unsatisfactory Marginal Good Very Good Excellent
(1 to 1.5) (1.6 to 2.5) (2.6 to 3.5) (3.6 to 4.5) (4.6 to 5)
Instructions - Agreed Annual Objectives refer to the objectives set for the year
(next 12 months)
- Main Activities/Tasks refer to the specific tasks to be completed in
order to meet the objectives, and where possible, should be linked to
the Appraisee’s Job Description.
- Was the Appraisee’s Job Description used in this assessment?
Yes No
- Where relevant, include both management and technical activities
for those staff that have a dual responsibility
Explanation of Ratings Please tick with this symbol (√) your assessment of the Appraisee’s performance in meeting the objectives, and give
comments on your assessment 1. Some activities not started. Objectives not achieved. Performance is poor. Fails to meet position requirements in most areas.
2. All activities started. Objectives not achieved. Performance is marginal. Meets position requirements in some areas.
3. Some activities completed. Some objectives achieved & individual contributed to achievement of objectives. Performance is
average.
4. All activities completed. All objectives met and individual is responsible for achievement of objectives. Performance meets
job requirements. Demonstrates successful and good performance.
5. All activities completed and new activities started. All objectives were exceeded and individual is directly responsible for
achievement of objectives. Performance consistently exceeds job requirements. Demonstrates unusually high, very successful
and excellent performance.
If more space is required, attach another sheet to
this form
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Performance Management
Assessments of Core Competencies Rating Explanation 5 – Exceptional exceeds expectations: Exhibits the highest level of performance. Exceeds goals and objectives. 4 – Exceeds Expectations: Performance above standard level. Job performance clearly more than satisfactory. Meets all goals and exceeds several. 3 – Meets Expectations: A solid, consistent performance. Meets most goals and exceeds some. 2 – Below Expectation: Performance needs to be improved in several major areas. Did not meet many goals. 1 – Unacceptable: Performance is below job requirements and needs definite and significant improvement. Did not meet most goals.
A/. CORE COMPETENCIES (S) Score on Scale
COMMENTS
(I)Organisation and Management
Ability to plan, organize and manage work load.
Ability to work systematically and maintain quality.
Ability to manage others to achieve shared goals.
-1- -2- -3- -4- -5- -1- -2- -3- -4- -5- -1- -2- -3- -4- -5-
Total………………….. Average………………
(ii)Innovation and Strategic Thinking
Support for organizational change
Ability to think broadly and demonstrate creativity
Originality in thinking
-1- -2- -3- -4- -5- -1- -2- -3- -4- -5- -1- -2- -3- -4- -5-
Total……………………. Average……………….
(iii)Leadership and Decision Making
Ability to initiate action and provide direction to others
Acceptance of responsibility and decision making
Ability to exercise good judgement
-1- -2- -3- -4- -5- -1- -2- -3- -4- -5- -1- -2- -3- -4- -5-
Total………………………. Average…………………..
(iv)Developing and Improving
Commitment to organization development
Commitment to customer satisfaction
Commitment to personnel development
-1- -2- -3- -4- -5- -1- -2- -3- -4- -5- -1- -2- -3- -4- -5-
Total………………………… Average……………………..
(v) Communication (oral, written & electronic)
Ability to communicate decisions clearly and fluently
Ability to negotiate and manage conflict effectively
Ability to relate and network across different levels and departments
-1- -2- -3- -4- -5- -1- -2- -3- -4- -5- -1- -2- -3- -4- -5-
Total…………………………. Average……………………..
(vi) Job Knowledge and Technical Skills
Demonstration of correct mental, physical and manual skills.
Demonstration of cross-functional awareness.
Building, applying and sharing of necessary expertise and technology.
-1- -2- -3- -4- -5- -1- -2- -3- -4- -5- -1- -2- -3- -4- -5-
Total……………………. Average………………..
(vii)Supporting and Cooperating
Ability to work effectively with teams, clients and staff.
Ability to show support to others.
Ability to adhere to organisation’s principles, ethics and values.
-1- -2- -3- -4- -5- -1- -2- -3- -4- -5- -1- -2- -3- -4- -5-
Total………………………. Average…………………..
(viii)Maximising and Maintaining Productivity
Ability to motivate and inspire others.
Ability to accept challenges and execute them with confidence
Ability to manage pressure and setbacks effectively
-1- -2- -3- -4- -5- -1- -2- -3- -4- -5- -1- -2- -3- -4- -5-
Total…………………….. Average…………………
(ix)Developing / Managing budgets and saving cost:
Firm awareness of financial issues and accountabilities
-1- -2- -3- -4- -5- -1- -2- -3- -4- -5- -1- -2- -3- -4- -5-
Total………………………. Average………………….
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Performance Management
Understanding of business processes and customer price
Executing result-based actions
Average Score for Assessment of Performance in Section C
Add (+) together each rating you have circled (a total of 5 ratings should be circled).
This will give you a total score.
Divide (÷) this total score by 5 which will give you an overall average rating for the Appraisee.
Place this overall average rating in the relevant box below by using a tick (√).
This reflects the overall performance of the Appraisee. For example, if the total score of the Appraisee is
17, then 17 ÷5 = 3.4. Therefore the Appraiser’s overall average score would be “Good”
Unsatisfactory Marginal Good Very Good Excellent
(1 to 5) (5 to 15) (15 to 25) (25 to 35) (35 to 45)
Total Score for Assessment of Performance
Total = (B + C)
Unsatisfactory Marginal Good Very Good Excellent
(1.0 to 10) (10 to 20) (20to 30) (30 to 40) (40 to 50)
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Performance Management
SECTION D: Summary of Performance and Development Plan
(To be completed by the Appraiser)
What is the Major Strength of the Appraisee?
………………………………………………………………………………………………………
………………………………………………………………………………………………………
………………………………………………………………………………………………………
………………………………………………………………………………………………………
……………………………………………………..
In what respects does this Appraisee need to improve? (Weaknesses)
………………………………………………………………………………………………………
………………………………………………………………………………………………………
………………………………………………………………………………………………………
………………………………………………………………………………………………………
……………………………………………………….
Based on current job performance and the requirements of the Appraiser’s job position, in
order of priority list areas of training needed/recommended:
………………………………………………………………………………………………………
………………………………………………………………………………………………………
………………………………………………………………………………………………………
………………………………………………………………………………………………………
………………………………………………………………………………………………………
SECTION E: Comments
( To be completed by both the Appraiser and Appraisee)
Appraiser’s Comments
(Report / information on any critical incident; special experience (activity) of the Appraisee (if
any)
………………………………………………………………………………………………………
………………………………………………………………………………………………………
………………………………………………………………………………………………………
………………………………………………………………………………………………………
………………………………………………………………………………………………………
Name of Appraiser……………………………… Position / Rank ..…………………………
Signature……………………………………. Date……….………………….
Appraiser’s Comments
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Performance Management
(Comments may include points of disagreement, adequate guidance & counseling, whether
objectives were reviewed and clarified with supervisor; etc.)
………………………………………………………………………………………………………
………………………………………………………………………………………………………
………………………………………………………………………………………………………
………………………………………………………………………………………………………
………………………………………………………………………………………………………
Appraisee’s
Signature………………………………………Date…………….…………………………
Comments by Countersigning Officer: (e.g. DDHS / Medical Superintendent/Head of
Department, etc.)
...………………………………………………………………………………………….…………
………………………………………………………………………………………………………
………………………………………………………………………………………………………
………………………………………………………………………………………………………
Name of Countersigning Officer…………………… Position / Rank..………………………
Signature………………………………………………………Date……….……………………
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Performance Management
FORM 1B
Objectives The issues that you would like to discuss in relation to progress against the objectives set last year and possible objectives for next year. • • • • • • •
Other issues you would like to discuss: • • • • • • •
Issues that you would like to discuss on development and training • • • • • • •
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Performance Management
MID-YEAR EMPLOYEE EVALUATION FORM
Name of
Apraisee:
Name of
Supervisor:
Staff ID:
Position of
Supervisor:
Grade: Dept/Unit/Ward:
Period of Review: From To Date of Review:
No Agreed Objective/Targets
Discuss Areas of Excellent Performance
Discuss Areas of Improvement
Discuss Areas That Need To Be Improved
Appraisee Comments Supervisor Comments
Signature Signature
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Performance Management
ABBREVIATION 1. Ag - Acting
2. APH – Accra Psychiatric Hospital
3. GHS – Ghana Health Service
4. HR – Human Resource
5. HTIS – Health Training Institution Secretariat
6. MHA – Mental Health Authority
7. MoH – Ministry of Health
8. PPME – Policy Planning, Monitoring and Evaluation
REFERENCE 1. How to Conduct an Effective Staff Performance Appraisal, Ghana Health Service,
May, 2006
2. Human Resource Management Policy Framework and Manual for the Ghana
Public Services, Public Services Commission, 2015.
3. Human Resource Management and Practice, 10th Edition Michael Armstrong,
2006
4. Human Resource for Health Development, Ministry of Health, 2011 Annual Report.
5. Labour Act, 2003, (Act 651)
6. Revised Staff Performance Appraisal System, Sample Annual Objectives for all
Categories of Ghana Health Service Staff, Quality Health Partners Project,
October 2007.
7. Training Evaluation made Easy, make your training worth every penny, Jane
Holcomb, 1998
8. Training Manual in Governance, Leadership and Management for Health Systems
Strengthening, vol 1, March 2012