Designing Performance Appraisals

ENGC 6391 Designing Performance Appraisals


Instructor Prof. Dr. Mohammed Awad


                        Office:B233,  Phone: 2644400, Office Hours: as scheduled

                        Email.:, Website : site.iugaza.mawad


Main Textbook/Required Textbook::

Designing Performance Appraisals – Sam Agere , Noella Jorm- Commonwealth Secretariat, 2000.

Note: this book is considered somewhat outdated and a more modern replacement is being sought.

Supplemental References:

1.     Extending performance-based design methods by applying structural engineering design patterns by John-Michael Wong, 2008

2.     A cognitive approach to performance appraisal Angelo S.DeNisi, 2005

3.     Design Performance Francis J. ODonnell and Alex H.B. Duffy, 2005

4.     Key Performance Indicators Developing, Implementing, and Using Winning KPIs Second Edition DAVID PARMENTER,2010

Note: students do not have to buy these books, but should have access to them or something similar.


Semester : Full 

Course Description : Performance management is a concept that has come into popular use in the management of an organization human, material and financial resources for the benefit of the public or consumers. Globally defined performance management is the use of performance measurement in shaping the performance of organizations and people. Many leading organizations use performance measurement  the process of assessing progress towards achieving predetermined goals to gain insight into and make judgment about the effectiveness and efficiency of their programmers processes and people. Many organisations in public service are under pressure to improve their performance and achieve set goals and objectives. Through case studies in Barbados, Samoa and Tonga this book shows how to measure performance in the delivery of service to the public. It shows how to conduct a needs assessment in the ministries, how to design an appropriate appraisal system, how to train the people who will be using it, and how to integrate it into the public service machinery.

“A valuable contribution to what is a critical ongoing debate about public service performance and good governance.” – Pacific Economic Bulletin


Course Aims: The purpose of this publication is fourfold. It aims to:
1. Respond to the pressures for improvement in the delivery of public services
2. Design a performance management appraisal system suitable for particular countries, states, organizations, employers and employees
3. Demonstrate how to measure performance, using case studies from Barbados, Samoa and Tonga
4. Determine how the performance appraisal system can be institutionalized in the entire administrative system.

The overall approach is to conduct a needs assessment in the ministries, then to design an appropriate appraisal instrument, train its users and, finally, install the system so that it becomes part and parcel of the public service machinery. The emphasis on developing techniques of designing the performance appraisal instrument itself.

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 Performance management can perhaps be descried as the use of performance measurement information to Providing:

          Evaluate performance in achieving performance goals

          Allocate and priorities resources    

          Provide managers with information to confirm or alter the measured performance.

          the ability to determine the transparency.

          the ability to improve performance of efficiency.

Course Outlines: Textbook chapters as announced, the following (recommended) Lecture Notes, and any other material the Instructor assigns.

Week 1:

Week 2:  

Socio- Economic and Organizational Environment

a.       The effects of globalization

b.      Global governance and the role of the state

Week 3:

a.       Productivity improvements

b.      Performance measurement as a deterrent to corruption

c.       The challenge to managers

Week 4:

a.       The Disintegration of the Pre-Independence Appraisal System

b.      The Pressures for Change

 Week 5:

Performance Management: Ends or Means

a.       Underlying assumptions to the design of the instrument

b.      Effective and meaningful performance measurement

Week 6:

Needs Assessment

a.       Analyzing the environment

b.      Evaluating the status of the current performance system

c.       constraints and prescribed requirements for a new system

Week 7&8:

Designing the System

a.       Understanding performance management

b.      Considering performance development and system types Path to performance development and system types Path to performance management Putting it all together- a flexible, best practice performance management model

c.       Developing performance management system objectives Selecting components for the new system

Week 9:

Implementing the System

a.       Defining ownership and resources

b.      Developing an implementation plan

c.       What to include in the project plan

d.       Communication is important

Weeks 10&11:

Performance Management Training

a.       The key role of training in successful implementation

b.      Performance management sanitization training

c.       Training for trainers and implementation staff

d.      Training of managers supervisors and employees

e.      Integration of performance management training into the ongoing training curriculum

Week 12:

Institutionalization of the Performance Management System

a.       Maintenance and monitoring

b.      Evaluation

c.       Monitoring outcomes

Week 13,14&15:

Case Studies,

 Extending performance-based design methods by applying

structural engineering design patterns


Grading: Grades will be determined as Follows:

Projects, Research Presentation             30%

Homework , Quizzes, and, Midterm,     20%

 Final                                                     50%

Although instructor is free to make adjustments or modifications as circumstances permit.

Course Intended Learning Outcomes (ILOs) :

§  Monitor of performance.

§  Dealing and using observance of appraisal.

§  Assessment of public sector  behavior.

§  Development of research skills and presentation skills


Students are expected to read and follow the schedule in the course syllabus, to read assigned text chapters, to read assigned Lecture Notes, and to seek and read additional suggested resources as provided by the textbook and Instructor.  In addition, students are expected to be alert and attentive with note taking in class and have a demonstrated desire to participate in any discussion.  Exams are to be completed within the deadlines given by the Instructor, and any special instructions for the paper and/or writing assignment(s) are to be followed precisely.  The Instructor will announce all deadlines and instructions as well as provide reminders about the pace or flow of the course.

ATTENDANCE POLICY: An attendance roster is kept (and login records, if this is a web-based course), and students are expected to attend all sessions on time and as scheduled. If a session and/or assignment deadline is to be missed for circumstances beyond the student's control, prior permission of the instructor must be obtained, and arrangements made for submission of the work. Regular late submission of work as well as tardiness and absenteeism will result in reduction of the final grade by at least one letter, depending upon severity. An "Incomplete" can only be given if the student has normally completed at least half the coursework, has a reasonable justification, and makes arrangements with the instructor.

Policies: Students are  encouraged to discuss homeworks with their peers.

The above schedule and procedures are subject to change in the event of circumstances.

1-8 lecture

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