Developing a performance management system for the state civil service officers of Uttar Pradesh

Abstract

With the changing administrative environment, the public service of future needs a unique combination of knowledge, skills and attitude. One of the major challenges of human resource management in the government sector is to build a framework able to attract, retain, develop and motivate personnel of appropriate caliber to governmentservIce.This study has undertaken the analysis of the current performance management system for the State Civil Service officers of Uttar Pradesh. An attempt is made to study the present system to find out if it truly reflects the performance as well as potential officers to develop. Suggestions have been given for developing a performance appraisal, system, which makes a correct assessment of the officers' professional capabilities and determines capacity building needs and suitability for particular areas of responsibility.The objective is to develop a system which makes an objective assessment of the officers' performance in various assignments, recognizes good work to keep the motivation levels high, assess further capacity building needs and provide necessary inputs by way of training. For analysis, primary data has been collected through questionnaires and interviews with PCS officers.The analysis reveals that the present performance appraisal system has developed scope for subjective bias and fails to make an objective assessment of the performance and caliber of officers. The system is not designed to take into consideration the development needs of officers. It has given rise to discontent amongst officers due to delay in writing ACRs, which, in tum, affect promotions. There are issues regarding implementation of the system also. The following recommendations have been made to make it a comprehensive performance management system, Creating systems, which institutionalize practices that encourage objectivity in assessment. Effective implementation and monitoring of these systems through computerization. Using performance appraisal as a tool for the development and career planning officers. Having a varied, extensive training schedule for skill development. Giving recognition to good performance. Ensuring timely promotions by holding regular meetings of the DepartmentalPromotion Committee. Redesigning of the appraisal format.