2014年-世界发展银行全球_Republic_of_the_Philippines_-_Improving_Bureaucratic_Performance___Assessment_of_the_Performance-Based_Bonus_Scheme_22页_1mb

Summary of the Philippines: Improving Bureaucratic Performance Report

Core Content

This report evaluates the impact of the Performance-Based Bonus (PBB) scheme on government officials in the Philippines, focusing on staff perceptions of human resource management practices. Conducted by the World Bank in collaboration with the Department of Budget and Management (DBM) and the Inter-Agency Task Force (IATF), the survey aimed to assess whether the PBB is achieving its stated objective of improving productivity and performance in the public sector.

Main Findings

1. Fiscal Constraints on Pay Reform

• The Philippines has limited fiscal space for significant salary increases due to low revenue mobilization.
• The wage bill is a large share of government revenues (over 35%) but a modest share of GDP (approximately 5%).
• The PBB is a small component of the wage bill (2% in 2013), making it a cost-effective way to improve productivity without increasing overall pay levels.

2. Staff Perceptions of Pay Levels

• Over 50% of staff across all seven departments and teachers perceive public sector pay as inadequate compared to the private sector.
• Job security is the primary motivator for joining the public sector, with only a small percentage citing mission or personal satisfaction.
• Teachers, however, are more mission-oriented and cite "mission" as an important motivator in addition to benefits.

3. Impact of PBB on Management Practices

• The PBB has had a positive impact on management practices, with over 70% of staff agreeing that it has improved teamwork, target setting, monitoring, and trust within units.
• For teachers, the PBB has encouraged better teamwork and trust within schools, with over 92% agreeing that teamwork has improved and over 77% reporting increased trust.

4. PBB and Motivation

• The PBB has not led to a decrease in motivation or an increase in perceived unfairness.
• Teachers do not believe that the PBB has hurt their motivation, but they are not in favor of individual rankings being tied to the bonus.

5. Perceptions of Fairness and Transparency

• Perceived unfairness in the pay system is low, with only about 32% of staff in the seven departments agreeing that the system has become unfair.
• However, there is concern about the lack of transparency in the individual rating process.

Key Recommendations

• Increase the size of the PBB and make it a percentage of base pay to address the current bias against senior staff.
• Shift the focus of the PBB from individual bonuses to group-based bonuses to highlight the role of management in performance improvements.
• Avoid individual ranking of teachers, as it may demotivate them and the current system promotes teamwork.
• Reduce the number of school performance categories to three, with larger bonus increases across these categories to incentivize performance.
• Gradually relax the Good Governance conditions, as they are too strict and time-consuming.
• Increase public disclosure of the individual ranking criteria and the ranking process itself.
• Strengthen review and independent validation by DBM and the IATF secretariat to reduce the risk of "gaming" the system.

Survey Methodology

• The survey included 4500 government officials from 8 departments, with 2573 from 7 departments and 1903 from the Department of Education.
• The sample was designed to be representative across performance categories and regions.
• The survey focused on both individual and group performance metrics, with special attention to the unique PBB implementation for teachers.

Conclusion

The PBB scheme is showing positive signs of improving management practices and staff motivation, and is well-received by most government officials. However, there are concerns about the transparency of the individual rating process and the potential for "gaming." The report recommends further reforms to enhance the effectiveness and fairness of the PBB, particularly in the context of limited fiscal space and the need to improve public sector performance.